BSC Policy - User contributions [en]

Appendix E: Job Descriptions

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'''NOTE: This page is still a work in progress, and will be for some time.'''

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==Senior Management==

===Professional Jobs===
[[Executive Director]]

[[Operations Manager]]

[[Finance & Accounting Manager]]

[[Cooperative Experience Manager]]

[[Human Resources Manager]]

===Student Jobs===

[[I.A.1. Board of Directors (BOD) Member Job Description|Board Director]]

[[Hiring Committee Chair]]

==Operations==

===Professional Jobs===
[[Housing Supervisor]]

[[Assistant Housing Supervisor]]

[[Webmaster]]

[[Contracting & Purchasing Agent]]

[[Operations Assistant]]

===Student Jobs===

[[Board Administrative Assistant]]

[[Project Management Intern]]

[[Operations Crew]]

[[Central-Level Habitability Coordinator]]

==Accounting==

===Professional Jobs===
[[Bookkeeping Supervisor]]

[[Accounts Receivable Specialist]]

[[Accounts Payable Specialist]]

===Student Jobs===
[[Bank Runner]]

[[Budget Assistant]]

[[Accounts Receivable]]

[[Accounts Payable]]

[[Collections Assistant]]

==Central Maintenance==

===Professional Jobs===
[[Maintenance Supervisor]]

[[Maintenance Liaison]]

[[Senior Maintenance Crew Member]]

[[Maintenance Crew Member]]

===Student Jobs===
[[Assistant Maintenance Coordinator]]

[[Senior Crew]]

[[Summer & Temp Crew]]

[[Rochdale/Fenwick Maintenance Crew Member]]

[[Dump Run Coordinator]]

==Central Food & Supplies==

===Professional Jobs===
[[CFS Supervisor]]

[[Assistant CFS Supervisor]]

===Student Jobs===
[[Cost Assistant]]

'''Central Food & Supplies, Room & Board, and Workshift positions:'''

[[Dairy Coordinator]]

[[Delivery Coordinator]]

[[Non-Perishables Coordinator]]

[[Office Assistant]]

[[Operations Leader]]

[[Produce Coordinator]]

[[Proteins Coordinator]]

[[Summer Delivery Coordinator]]

[[Waste Reduction Coordinator]]

==Development==

===Professional Jobs===
[[Development Director]]

===Student Jobs===
[[Development and Communications Assistant]]

[[Alumni Coordinator]]

[[Recruitment Coordinator]]

[[Table Promoters]]

==Housing==

===Professional Jobs===

[[Cloyne Facilities Manager]]

[[Rochdale/Fenwick Apt. Manager]]

===Student Jobs===
[[Receptionists]]

[[Housing Assistant]]

[[Housing]]

[[House Runner]]

==Member Resources==

===Professional Jobs===
[[Member Resources Coordinator]]

[[Mental Health Consultant]]

[[Conduct Hearing Coordinator]]

===Student Jobs===
[[Member Resources Assistant]]

[[Social Manager Coordinator]]

[[Health Education Coordinator]]

[[Health Worker Coordinator]]

[[Emergency Services Coordinator]]

[[Disability Access Coordinator]]

[[Administrative Member Advisor]]

[[Conduct Committee Chair]]

[[Conduct Member Advisor]]

[[Coordinator of Diversity and Anti Discrimination]]

[[Fair Employment Practices Administrator]]

[[Peer Support Group Network Coordinator]]

Non-Perishables

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#REDIRECT [[Non-Perishables Coordinator]]

Non-Perishables Coordinator

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Zoewan: Zoewan moved page Non-Perishables to Non-Perishables Coordinator: Job title has been updated

'''General Job Description:'''
Oversee packing, delivery, and inventory of non-perishables and supplies; supervise non-perishable packing and delivery crews.

Required Scheduling Availability: Tuesday and Thursday strongly preferred; Monday & Wednesday afternoon also acceptable.

'''Specific Responsibilities:'''
:1. Ensure all work areas are orderly, safe, and clean, including delivery vehicles.
:2. Lead a team of workshifts to pack and deliver non-perishables, supplies, coffee, tea, spices, kitchenware, and occasionally, furniture, on Tuesdays and Thursdays. items from CFS to houses on Thursdays.
:3. Maintain organized and complete delivery records.
:4. Drive safely and courteously; in accordance with BSC Vehicle Safety Policy.
:5. Be responsible for security of the office, work area, and refrigerators when other crews are not working.
:6. Perform other duties as requested by CFS Supervisor or Assistant CFS Supervisor.
:7. Lead a crew to procure large quantities of key items directly from Costco.

'''Skills and Knowledge Required:'''
:1. Ability and willingness to lift up to 50 lbs. repeatedly
:2. Well organized, reliable, responsible
:3. Ability to count accurately and keep accurate records
:4. Ability to work well with people in a team situation
:5. Good oral and written communications skills
:6. Good judgment, e.g. for substitutions, quality, shelf-life, etc.
:7. Able to drive truck; valid driver's license; good driving record

'''Entry Level Experience/Education Required:'''
:1. Must be an eligible BSC member for the term of job.

'''Term of Job:''' Indefinite; Fall & Spring Semesters Only
'''Hours Per Week:''' 9 hours per week
'''Hired By:''' Hiring Commission
'''Supervised By:''' CFS Supervisor
'''Compensation:''' Current Workshift Rate
'''Working Conditions By:''' Personnel Code

Delivery Coordinator

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Zoewan: /* Added the updated job description to this position as it was missing the link */

'''General Job Description:'''
Delivery Coordinators deliver food, supplies, furniture and/or other goods from the central-level to units in the BSC each week.

'''Required Scheduling Availability:''' Delivery Coordinators must be available for three four-hour time blocks, Monday- Friday, 12 - 5 pm

'''Specific Responsibilities:'''
# Deliver food, supplies, and furniture, and other items as requested by the CFS Supervisor or Assistant CFS Supervisor, from CFS to the houses three days a week.
# Keep accurate records of deliveries, and correct mis-deliveries when possible.
# Return delivery bins to CFS, and return any extra items to appropriate storage areas.
# Clean delivery bins after each shift and stack neatly.
# Return delivery records to CFS professional staff.
# Supervise workshift assistants, as needed.
# Ensure that delivery truck has at least a half tank of gas at the completion of every delivery.
# Perform other duties as requested by the CFS Supervisor or Assistant CFS Supervisor.
# Be responsible for security of the office, work area, and refrigerators when other crews are not working.
# Drive truck safely and courteously, in accordance to the BSC Vehicle Safety Policy

'''Skills and Knowledge Required:'''
# Ability to drive truck; valid driver's license; good driving record.
# Ability and willingness to lift 50 lbs. regularly and continuously.
# Ability to work with others in a team situation.
# Ability to count accurately and keep organized records.
# Good oral and written communication skills.

'''Entry Level Experience/Education Required:'''
# Must be an eligible BSC member for the term of job.

'''Term of Job:''' Indefinite; Fall & Spring Semesters Only

'''Hours Per Week:''' 12 hours per week

'''Hired By:''' Hiring Commission

'''Supervised By:''' CFS Supervisor

'''Compensation:''' Workshift Rate

'''Working Conditions by:''' Personnel Code

CFS Operations Lead

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Zoewan: /* Added new CFS position - Operations Leader */

'''General Job Description:'''
The CFS Operations Leader coordinates the efforts of the Produce, Proteins, and Dairy Coordinators; they are responsible for the successful execution of all CFS receiving and packing processes.

'''Required Scheduling Availability:''' Three days a week, Monday - Friday, 8 am - 1 pm

'''Specific Responsibilities:'''
# Produce accurate receiving, order processing, and inventory records in a timely manner.
# Maintain physical inventory by rotating, trimming, and discarding spoiled goods.
# Record damage or lost items; work with CFS Supervisor to implement new workflows to reduce the incidence of loss, damage, and theft.
# Maintain clean, sanitary, and organized working areas and tools, including refrigerators, freezers, and any work surfaces.
# Report equipment or facilities maintenance needs to CFS Supervisor.
# Complete Daily, Weekly, and Monthly Safety Checklists.
# Ensure refuse, recycling, compost, and other materials flow out of the facility in an organized and consistent manner.
# Help CFS Supervisor coordinate and schedule cleanliness tasks.
# Train CFS workshifters and new student staff in the full range of CFS work processes.
# Identity inventory anomalies, delivery shorts, mis-deliveries, or vendor mis-picks, at the point of receiving; coordinate with CFS Supervisor and Contract & Purchasing Agent to process credits and returns as necessary.
# Be responsible for security of the office, work area, and refrigerators when other crews are not working.
# Other duties as requested by the CFS Supervisor or Assistant CFS Supervisor.

'''Required Skills & Knowledge:'''
# Ability and willingness to lift up to 50 lbs. on a regular basis.
# Ability to use and clean sharp instruments safely.
# Excellent organizational skills
# Reliability, responsibility, and an eye for cleanliness
# Ability to weigh and count accurately and keep accurate records.
# Willingness to supervise and train others
# Willingness to work with cold and frozen items, including animal products.

'''Preferred Skills & Knowledge:'''
# Experience in foodservice operations
# Experience supervising others and leading a team

'''Entry Level Experience/Education Required:'''
# Must be an eligible BSC member for the term of job.

'''Job Term:''' Indefinite; Fall & Spring Semesters Only

'''Hours Per Week:''' 15 hours per week

'''Hired By:''' Hiring Committee

'''Supervised By:''' CFS Supervisor

'''Compensation:''' Workshift Rate

'''Working Conditions by:''' Personnel Code

Produce Coordinator

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Zoewan: /* Added the updated job description to this position as it was missing the link */

'''General Job Description:'''
The Produce Coordinator packs produce, dried fruit, and seeds & nuts orders and maintains inventory control of these items.

'''Required Scheduling Availability: Monday, Wednesday, Friday - 8 am - 12 pm'''

'''Specific Responsibilities:'''
# Receive produce deliveries; communicating any discrepancies to CFS Supervisor.
# Coordinate and supervise a team of workshifters in packing produce, seeds, and nuts orders.
# Rotate stock, trim and discard produce as appropriate.
# Communicate shorts, overages, and losses to the CFS Supervisor and Assistant CFS Supervisor as necessary.
# Monitor stock of packing supplies; coordinate with other CFS staff to re-order items as necessary.
# After each packing shift, ensure that Dried Fruit and Nuts are sealed so as to retain freshness.
# Maintain clean, sanitary, and organized working areas and tools, including refrigerators and freezers, tables, counters, and scales. Report maintenance needs to CFS Supervisor.
# Produce accurate receiving, order processing, and inventory records; report discrepancies to CFS Supervisor.
# Assist other CFS workers when necessary.
# Be responsible for security of the office, work area, and refrigerators when other crews are not working.
#Perform other duties as requested by CFS Supervisor or Assistant CFS Supervisor.

'''Skills and Knowledge Required:'''
# Knowledge of produce and other perishables, including quality, storage requirements, and appropriate substitutes
# Some knowledge of BSC food service and/or other food distribution systems
# Well organized, reliable, responsible
# Ability to count accurately and keep accurate records
# Ability and willingness to lift 50 lbs. regularly
# Ability to work well with people in a team situation
# Good oral and written communication skills

'''Term of Job:''' Indefinite; Fall & Spring Semesters Only

'''Hours Per Week:''' 12 hours per week

'''Hired By:''' Hiring Committee

'''Supervised By:''' CFS Supervisor

'''Compensation:''' Workshift Rate

'''Contract:''' Personnel Code

Dairy Coordinator

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Zoewan: /* Added the updated job description to this position as it was missing the link */

'''General Job Description:'''
The Dairy Coordinator receives, packs and inventories dairy, alternative milk, yogurt, and ice-cream.

'''Required Scheduling Availability: Monday, Wednesday, Friday - 8 am - 12 pm'''

'''Specific Responsibilities:'''
# Receive and pack dairy, alternative milk, yogurt, and ice cream orders.
# Produce accurate receiving, order processing, and inventory records; report discrepancies to CFS Supervisor.
# Train and supervise workshift assistants.
# Maintain clean, sanitary, and organized working areas, including refrigerators and freezers, and any work surfaces used.
# Other duties as requested by CFS Supervisor or Assistant CFS Supervisor.
# Be responsible for security of the office, work area, and refrigerators when other crews are not working.
# Assist other CFS workers when necessary.

'''Skills and Knowledge Required:'''
# Ability and willingness to lit 50 lbs. regularly and continuously
# Well organized, reliable, and responsible
# Ability to count accurately and keep accurate records
# Ability to work well with people in a team situation
# Good oral and written communication skills

'''Term of Job:''' Indefinite with summer layoff

'''Hours Per Week:''' 12 hours per week

'''Hired By:''' Hiring Committee

'''Supervised By:''' CFS Supervisor

'''Compensation:''' Current Workshift Rate

'''Contract:''' Personnel Code

Appendix E: Job Descriptions

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Zoewan: /* Updated job title */

'''NOTE: This page is still a work in progress, and will be for some time.'''

----

==Senior Management==

===Professional Jobs===
[[Executive Director]]

[[Operations Manager]]

[[Finance & Accounting Manager]]

[[Cooperative Experience Manager]]

[[Human Resources Manager]]

===Student Jobs===

[[I.A.1. Board of Directors (BOD) Member Job Description|Board Director]]

[[Hiring Committee Chair]]

==Operations==

===Professional Jobs===
[[Housing Supervisor]]

[[Assistant Housing Supervisor]]

[[Webmaster]]

[[Contracting & Purchasing Agent]]

[[Operations Assistant]]

===Student Jobs===

[[Board Administrative Assistant]]

[[Project Management Intern]]

[[Operations Crew]]

[[Central-Level Habitability Coordinator]]

==Accounting==

===Professional Jobs===
[[Bookkeeping Supervisor]]

[[Accounts Receivable Specialist]]

[[Accounts Payable Specialist]]

===Student Jobs===
[[Bank Runner]]

[[Budget Assistant]]

[[Accounts Receivable]]

[[Accounts Payable]]

[[Collections Assistant]]

==Central Maintenance==

===Professional Jobs===
[[Maintenance Supervisor]]

[[Maintenance Liaison]]

[[Senior Maintenance Crew Member]]

[[Maintenance Crew Member]]

===Student Jobs===
[[Assistant Maintenance Coordinator]]

[[Senior Crew]]

[[Summer & Temp Crew]]

[[Rochdale/Fenwick Maintenance Crew Member]]

[[Dump Run Coordinator]]

==Central Food & Supplies==

===Professional Jobs===
[[CFS Supervisor]]

[[Assistant CFS Supervisor]]

===Student Jobs===
[[Food Service Coordinator]]

[[CFS Cost Accountant]]

'''Central Food & Supplies, Room & Board, and Workshift positions:'''

[[Waste Reduction Coordinator]]

[[Produce Coordinator]]

[[Produce Assistant]]

[[Non-Perishables]]

[[Dairy Coordinator]]

[[Costco]]

[[Office Assistant]]

[[Bread Coordinator]]

[[Afternoon Delivery Coordinators]]

[[Food Service Coordinator]]

[[Summer CFS Delivery Driver]]

==Development==

===Professional Jobs===
[[Development Director]]

===Student Jobs===
[[Development and Communications Assistant]]

[[Alumni Coordinator]]

[[Recruitment Coordinator]]

[[Table Promoters]]

==Housing==

===Professional Jobs===

[[Cloyne Facilities Manager]]

[[Rochdale/Fenwick Apt. Manager]]

===Student Jobs===
[[Receptionists]]

[[Housing Assistant]]

[[Housing]]

[[House Runner]]

==Member Resources==

===Professional Jobs===
[[Member Resources Coordinator]]

[[Mental Health Consultant]]

[[Conduct Hearing Coordinator]]

===Student Jobs===
[[Member Resources Assistant]]

[[Social Manager Coordinator]]

[[Health Education Coordinator]]

[[Health Worker Coordinator]]

[[Emergency Services Coordinator]]

[[Disability Access Coordinator]]

[[Administrative Member Advisor]]

[[Conduct Committee Chair]]

[[Conduct Member Advisor]]

[[Coordinator of Diversity and Anti Discrimination]]

[[Fair Employment Practices Administrator]]

[[Peer Support Group Network Coordinator]]

Appendix E: Job Descriptions

2022-01-31T23:21:10Z

Zoewan: /* Updated job title for Produce Packing Chef */

'''NOTE: This page is still a work in progress, and will be for some time.'''

----

==Senior Management==

===Professional Jobs===
[[Executive Director]]

[[Operations Manager]]

[[Finance & Accounting Manager]]

[[Cooperative Experience Manager]]

[[Human Resources Manager]]

===Student Jobs===

[[I.A.1. Board of Directors (BOD) Member Job Description|Board Director]]

[[Hiring Committee Chair]]

==Operations==

===Professional Jobs===
[[Housing Supervisor]]

[[Assistant Housing Supervisor]]

[[Webmaster]]

[[Contracting & Purchasing Agent]]

[[Operations Assistant]]

===Student Jobs===

[[Board Administrative Assistant]]

[[Project Management Intern]]

[[Operations Crew]]

[[Central-Level Habitability Coordinator]]

==Accounting==

===Professional Jobs===
[[Bookkeeping Supervisor]]

[[Accounts Receivable Specialist]]

[[Accounts Payable Specialist]]

===Student Jobs===
[[Bank Runner]]

[[Budget Assistant]]

[[Accounts Receivable]]

[[Accounts Payable]]

[[Collections Assistant]]

==Central Maintenance==

===Professional Jobs===
[[Maintenance Supervisor]]

[[Maintenance Liaison]]

[[Senior Maintenance Crew Member]]

[[Maintenance Crew Member]]

===Student Jobs===
[[Assistant Maintenance Coordinator]]

[[Senior Crew]]

[[Summer & Temp Crew]]

[[Rochdale/Fenwick Maintenance Crew Member]]

[[Dump Run Coordinator]]

==Central Food & Supplies==

===Professional Jobs===
[[CFS Supervisor]]

[[Assistant CFS Supervisor]]

===Student Jobs===
[[Food Service Coordinator]]

[[CFS Cost Accountant]]

'''Central Food & Supplies, Room & Board, and Workshift positions:'''

[[Waste Reduction Coordinator]]

[[Produce Coordinator]]

[[Produce Assistant]]

[[Non-Perishables]]

[[Milk Manager]]

[[Costco]]

[[Office Assistant]]

[[Bread Coordinator]]

[[Afternoon Delivery Coordinators]]

[[Food Service Coordinator]]

[[Summer CFS Delivery Driver]]

==Development==

===Professional Jobs===
[[Development Director]]

===Student Jobs===
[[Development and Communications Assistant]]

[[Alumni Coordinator]]

[[Recruitment Coordinator]]

[[Table Promoters]]

==Housing==

===Professional Jobs===

[[Cloyne Facilities Manager]]

[[Rochdale/Fenwick Apt. Manager]]

===Student Jobs===
[[Receptionists]]

[[Housing Assistant]]

[[Housing]]

[[House Runner]]

==Member Resources==

===Professional Jobs===
[[Member Resources Coordinator]]

[[Mental Health Consultant]]

[[Conduct Hearing Coordinator]]

===Student Jobs===
[[Member Resources Assistant]]

[[Social Manager Coordinator]]

[[Health Education Coordinator]]

[[Health Worker Coordinator]]

[[Emergency Services Coordinator]]

[[Disability Access Coordinator]]

[[Administrative Member Advisor]]

[[Conduct Committee Chair]]

[[Conduct Member Advisor]]

[[Coordinator of Diversity and Anti Discrimination]]

[[Fair Employment Practices Administrator]]

[[Peer Support Group Network Coordinator]]

VII. APPEALS AND GRIEVANCE PROCEDURES

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Zoewan: /* Updated gender neutral pronouns as per board approval at board #5 (12.9.21) Pg 5 */

A. WAGES, WORKING CONDITIONS 
Grievances concerning rates of pay, classification of positions, hours of work, and other conditions of employment as well as disciplinary action may be appealed to the Personnel Appeals Committee. Any employee has the right to make an appeal without prejudicing their employment.

B. GRIEVANCE PROCEDURES 

:1. Any worker at the house or Central Level who feels they have been treated in violation of BSC policies may present a complaint to their supervisor, the Executive Director, the Operations Manager, or the Fair Employment Practices Administrator. It shall be the responsibility of the complainant to present evidence supporting the grievance.
::a. The person who receives such a complaint shall investigate the complaint and take such action as s/he deems necessary within ten working days of receipt of the complaint.
::b. All such complaints shall be reported to the chair of Personnel Appeals Committee and the Fair Employment Practices Administrator (and to the supervisor and/or Executive Director, if appropriate), along with a report of any action taken. The Member Advocate shall also receive notice of any complaint involving a BSC member at the time it is made.
::c. The person making the complaint may request that it be kept confidential, and will receive notice of the investigation and action taken within ten working days.

:2. In no case shall a person be dismissed in order to reinstate or hire another person who was improperly dismissed.
:3. Any worker with a grievance may have the Member Advocate, another BSC member, or another staff person appear with them in any step of a grievance procedure.

''[Updated 04/25/13, 04/12/12, 1/27/22]''

Employee Handbook

2022-01-27T22:22:08Z

Zoewan: /* Updated 20.B. as per board approval at board #5 (12.9.21) Pg 5 */

;Preamble

This Employee Handbook applies to all regular employees in positions not restricted to BSC members.

Whenever there is a conflict between this Handbook , any collective bargaining agreement or at will contract , the provisions of the collective bargaining agreement or at will contract shall govern, but only to the extent the collective bargaining agreement complies with federal and state laws and only with respect to the employees included in the bargaining unit.

In sections where the provisions of the collective bargaining differ significantly from those of the Employee Handbook, the difference is noted in the policy language and a bracketed reference to the applicable section(s) of the Employee Association Contract is provided. In sections where the Employee Association Contract offers additional or differing policy language but no significant difference in practice, a bracketed note and reference to the relevant sections section(s) of the Employee Association Contract is provided.
__TOC__

==1. Definitions and Classifications of Positions==
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Full Time Employee - A full time employee of the BSC, paid on an hourly or salaried basis, working minimum 25 hours per week.

Managers – The Executive Director and Operations Manager.

Department Supervisor – A salaried employee responsible for the supervision of other employees in their department.

Salaried Employee – A full time employee paid on a salaried basis.

Hourly Employee – A full time employee paid on an hourly or daily basis.

Part Time Employee - An employee who works on an hourly wage basis less than 25 hours per week.

Temporary Positions - An employee who is hired either on an on-call basis or for less than one year, compensated hourly, at either full or part-time. The Executive Director shall have the authority to hire persons for up to four weeks, at a wage no greater than the lowest BSC wage for a Regular Employee. Exceptions to this policy shall require the approval of the Human Resources Committee and the Board. These restrictions shall not apply to temporary replacements for employees on leaves of absence.

Replacement – A person who is a replacement for an employee on a leave of absence.

==2. Wages and Working Conditions==
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Appeals of management decisions within the EA contract may be made by the employee to the Personnel Appeals Committee. Any employee has the right to make an appeal without prejudicing his/her employment.

==3. Hours of Work==
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The basic workday for non-exempt personnel is eight hours, which does not include meal periods except when the employee is entitled to a paid meal period under the terms of the BSC’s collective bargaining agreement [EA Contract Section 14]. The basic workweek for non-exempt personnel is five workdays. Various factors, such as work loads, customer needs, operational efficiency, and staffing needs, may require variations in an employee’s starting and quitting times and total hours worked each day or each week. Employees may be assigned jobs other than usual assignments and may be required to work overtime or hours or days other than those normally scheduled, whenever necessary.

Exempt Employees may work an alternative work schedule, with the approval of the Executive Director. The overtime pay of employees working an approved alternative work schedule will be calculated using the approved alternative work schedule. [EA Contract Section 3.E]

==4. Overtime==
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Exempt employees may have to work beyond their normal schedules as work demands require. No overtime compensation will be paid to exempt employees. Nor does the BSC provide exempt employees with “compensatory” time off.

When non-exempt employees are required to work outside their normally scheduled work hours, the BSC will attempt to provide as much advance notice as possible. Non-exempt employees who are required or permitted to work overtime will receive overtime pay in accordance with the requirements of federal and state laws and the following compensation policies:
:1.All overtime must be approved in advance by the employee’s immediate supervisor.
:2.In the case of non-exempt employees worked in excess of their scheduled eight hour workday shall be paid at a rate of one and one-half times the employee’s regular rate of pay.
:3.All hours worked in excess of 40 in one workweek, as well as the first eight hours worked on the seventh consecutive day of work will be treated as overtime and paid at a rate of one and one-half times the employee’s regular rate of pay.
:4.Overtime compensation for hours worked in excess of twelve hours in one workday and in excess of eight hours worked on the seventh consecutive workday in a workweek shall be paid at double the employee’s regular rate of pay.
:5.Weekend work does not automatically qualify for overtime compensation. Hours worked on such days qualify for the overtime rate only if they otherwise qualify as overtime hours.
:6.Overtime is computed on the basis of an employee’s total hours worked in a day or a workweek. Hours paid that are not worked, for example, paid lunch hour, holidays, sick, or vacation pay, do not count as hours worked for overtime purposes.

Unless otherwise provided, the workweek on which weekly overtime calculations will be based begins each Saturday at 12:01 AM. Employees are paid every two weeks. Each paycheck covers work performed through the completion of the previous pay period.

==5. Timekeeping Requirements==
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An accurate record of hours worked in each workday and each workweek is kept on a time record to satisfy state and federal regulations. All BSC employees must record their own time in at the start of the work day, their time out and time in for rest periods and meal breaks, and their time out at the end of each workday. The time record must also reflect any paid time off such as vacation, sick, and holiday. Employees also must record their time out and back in whenever they take additional breaks and/or leave the building for any reason other than Berkeley Student Cooperative business.

Each employee will review the timesheet at the end of the pay period for accuracy, sign their name to the timesheet to verify that all of the information on it is true and correct, and submit the timesheet to their supervisor for review and approval before the payroll deadline. Employees should immediately report any errors in their time records to their supervisors.

The verified time record will be used to calculate the payroll for the pay period.
An employee’s improper or fraudulent completion of a time record, including alteration or completion of another employee’s time record , is grounds for disciplinary action, up to and including dismissal.

In the event the employee separates without notice and is not available or willing to sign the time record, the employee’s supervisor will do so and indicate the circumstances on the back of the time record.

Exempt employees must work onsite during the workday for at least four hours if they work a workweek of five eight-hour days and at least five hours if they work an alternative workweek of four ten-hour days in order to count the day as a regular workday. If an exempt employee works less than the minimum hours during the workday, the day shall be recorded as a vacation day unless prior authorization from the exempt employee’s supervisor has been granted.

==6. Punctuality==
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Employees of the Berkeley Student Cooperative are expected to be punctual and work through the end of the scheduled work day. Tardiness or early departures may cause problems for other employees and supervisors. Employees also are expected to remain at work for their entire work schedule, except for meal periods or when required to leave on authorized Berkeley Student Cooperative business. Late arrival, early departure, or prolonged breaks are disruptive and should be avoided.
When running late, an employee must call his or her supervisor before the time he or she is scheduled to begin working for that day. An employee who needs to leave work early on any given day must inform his or her supervisor when he or she arrives for work, or as soon as possible before the end of the shift.

Excessive tardiness, early departures and/or prolonged breaks disrupt the work of the BSC and will result in disciplinary action, up to and including dismissal.

==7. Attendance==
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Employees of Berkeley Student Cooperative are expected to be regular in attendance unless they are absent for illness or for an approved vacation or personal holiday. Unplanned absences not attributable to illness can cause problems for other employees, for student positions, and for the responsible supervisor.
When an employee is unable to report for work on any particular day, an employee must under all but the most extenuating circumstances call his or her supervisor at least one hour before the time he or she is scheduled to begin working for that day. Employees must speak with their supervisors. If the responsible supervisor is not available, they must speak to the Operations Manager. If the Operations Manager is not available, they must speak to the Executive Director. A direct conversation about the absence is preferable to voice mails, emails, text messages and/or faxes.

Employees also should also do their best to inform their supervisor of the expected duration of any unplanned absence., including sick leave Excessive unplanned absenteeism not attributable to sick leave, will not be tolerated. Berkeley Student Cooperative defines excessive as more than three (3) instances in a six (6) month period.

If an employee fails to report for work without notifying the responsible supervisor and the absence continues, the BSC will consider the absence as abandonment of employment

==8. Trial Employment Period==
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The trial employment period for employees shall be up to one hundred and eighty days (180) days from the original date of hire of the position. During such period, the employee may be discharged without recourse to the grievance procedure.

The manager or superior has no authority to dismiss an employee. Exempt employees must prepare a written recommendation to the Executive Director to dismiss said employee. After said employee completes the probationary period, dismissal shall follow the grievance procedure.

The Board of Directors has the authority to dismiss or retain a Manager and must submit reasons for continuance or dismissal to the Executive Director in a written report.

==9. Evaluations and Reviews==
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Performance evaluations shall be prepared at least annually for all employees. Employees, upon request, shall be given copies of their evaluation. A space will be provided on the evaluation form for employees to comment on the evaluation received.

All evaluations will be both written and oral. The employee shall be given a copy of any written formal performance evaluation.

An employee's signature on a performance evaluation shall only indicate that the employee received the evaluation; unless otherwise indicated, it shall not constitute an admission that the employee agrees with the content of the evaluation.

Performance evaluations shall not be subject to the grievance procedure, unless it contributes to disciplinary action.

Employees shall be given advance notice of evaluation dates.

==10. Meal Periods==
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Non-exempt employees who work five (5) or more hours a day shall be given a 30-minute unpaid meal period in the middle of their work day, unless they are entitled to a paid meal break under the terms of the BSC’s collective bargaining agreement [EA Contract Section 14]. The meal period must occur within the working period, and not at the beginning or end of the work period. A non-exempt employee who works more than ten hours in a day must be provided with an additional 30 minute meal period.

Meal periods should be taken away from the employee’s workstation. Employees are encouraged to use the kitchen or the employee lounge for meal periods, or to leave the facility for meal periods. Employees are expected to observe their assigned working hours and the time allowed for meal periods. No work shall be done during the meal period without the permission of the employee’s supervisor.

Every observed meal period lasts for thirty (30) uninterrupted minutes. A meal period that exceeds the 30-minute period must be preauthorized by the employee’s supervisor. Employees who take prolonged meal periods that exceed the scheduled time may be subject to discipline.

Any deviation in this policy must be approved in writing by the responsible supervisor.

==11. Rest Periods==
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Non-exempt employees are allowed a 10-minute paid rest period for every four hours of work or major portion thereof. The supervisor responsible for the employee’s work may schedule the employee’s rest periods, which should be taken approximately in the middle of each four-hour work period. Employees are expected to observe their assigned working hours and use the time allowed for rest periods.

Any deviation in this policy must be approved in writing by the responsible supervisor.

==12. Personnel Records==
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Personnel records are the property of the BSC and access to personnel records are restricted and confidential.

All employees have the right to inspect and to be provided, on request, with one copy of any document in the employee's personnel file.

One official personnel file shall be kept for each employee and should include the employee’s job application, copy of the offer of employment letter, position description, performance reviews, disciplinary records, records of salary increases and any other relevant personnel information.

It is the responsibility of each employee to promptly notify their supervisor in writing of any changes in personnel data, including personal mailing addresses, telephone numbers, names of dependents, and individuals to be contacted in the event of an emergency.

In any case where the BSC and an employee agree to revise inaccurate personnel record materials, the BSC shall, upon request, provide evidence of the revision.

==13. Leaves of Absence==
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===13.A. Types of Leaves of Absence===

The BSC recognizes that employees may require a leave of absence from work. The BSC has established a policy for various types of leaves, each of which are described in more detail in sections G-K below:
::Family and Medical Leave (Section G)
::Pregnancy Disability Leave (Section H)
::Military Leave (Section I)
::Worker’s Compensation Disability Leave (Section I)
::Unpaid Personal Leave (Section K)

[For employees subject to the BSC’s collective bargaining agreement, also see [[Section_16._Leaves_of_Absence_Without_Pay|EA Contract Section 16]] for terms of unpaid leave]

===13.B. Eligibility===

Employees must have been employed by the BSC for at least one year and/or 1,250 hours over the previous twelve months, unless they are entitled to unpaid leave under the terms of the BSC’s collective bargaining agreement [[Section_16._Leaves_of_Absence_Without_Pay|EA Contract Section 16]]. Employees with less than one year of service will generally not be granted a leave of absence, except in the case of pregnancy or a workers’ compensation disability.

===13.C. Compensation===

Leaves of absence are unpaid. However, an employee may be required to utilize all accrued vacation time off during the leave. An employee may also use any accrued sick leave if the employee and the BSC mutually agree.

[For employees subject to the BSC’s collective bargaining agreement, also see [[Section_7._Vacations.|EA Contract Section 7.F]]]

===13.D. Coordination of benefits===

Accrued vacation and sick leave benefits shall be paid during a leave of absence to the extent permitted by law, and such pay shall be coordinated with any state disability or other wage replacement benefits for which the employee may be eligible. For an employee on pregnancy disability leave, however, payment of vacation pay is at the employee’s option.

===13.E. Reinstatement===

Employees returning from a leave will be reinstated to their previous position or to an equivalent position with equivalent benefits, pay and terms and conditions of employment. However, an employee has no greater right to reinstatement than if the employee had been continuously employed rather than on leave. For example, if an employee on leave would have been laid off had they not gone on leave, or if their job had been eliminated while the employee was on leave, then the employee would not be entitled to reinstatement. A medical release will be required, stating that the employee is able to return to work, if the leave is due to an employee’s injury, illness, or pregnancy disability.

When reinstatement will cause substantial and grievous economic injury to its operations, the BSC may refuse to reinstate certain highly paid key employees, after taking leave, during which health coverage was maintained. A key employee is a salaried employee who is among the highest paid 10% of employees.

If an employee fails to return to work on the agreed upon return date, the BSC will assume that the employee has resigned.

[For employees subject to the BSC’s collective bargaining agreement, also see [[Section_16._Leaves_of_Absence_Without_Pay|EA Contract Section 16.B]]]

===13.F. Health Benefits===

If an employee is eligible for a Family and Medical Leave of Absence, the employee will continue to receive coverage under the BSC group health plan for up to a maximum of 12 workweeks per 12-month period or 4 months if eligible for pregnancy disability leave at the level and under the conditions of coverage as if the employee had continued in employment continuously for the duration of the leave . The BSC will continue to make the same premium contributions as if the employee had continued working.

Any employee premium contributions required by the BSC for coverage during active employment must be made by the employee, to maintain coverage during the leave. Failure to make required employee contributions on time may result in loss of coverage.

If an employee fails to return following the leave, the employee may, under certain circumstances, be required to repay the premiums paid by the BSC during the leave.

Employees who are not eligible for continued paid coverage, may continue their group health insurance coverage through the BSC, in conjunction with federal COBRA guidelines, by making monthly payments to the BSC for the amount of the applicable premium.

===13.G. Family and Medical Leave of Absence===

The Federal Family and Medical Leave Act (FMLA) and the California Family Rights Act (FRA), provide eligible employees with up to 12 workweeks of unpaid, job-protected leave over a 12-month period for specified family and medical reasons.

The BSC provides family and medical leaves of absence without pay to eligible employees who wish to take time off from work duties for the following reasons:
::(1) the birth, adoption, or foster care of an employee's child within 12 months following birth or placement of the child (“Bonding Leave”);
::(2) to care for an immediate family member (spouse, registered domestic partner, child, or parent with a serious health condition (“Family Care Leave”);
::(3) an employee’s inability to work because of a serious health condition (“Serious Health Condition Leave”);
::(4) a “qualifying exigency,” as defined under the FMLA, arising from a spouse’s, child’s, or parent’s active duty or call to active duty in a foreign country as a member of the military reserves, National Guard or Armed Forces (“Military Emergency Leave”); or
::(5) to care for a spouse, child, parent or next of kin (nearest blood relative) who is (a) an Armed Forces member (including the military reserves and National Guard) undergoing medical treatment, recuperation, or therapy, is otherwise in an outpatient status, or is otherwise on the temporary disability retired list—with a serious injury or illness incurred or aggravated in the line of duty while on active duty that may render the individual medically unfit to perform his or her military duties; or (b) a person who, during the five (5) years prior to the treatment necessitating the leave, served in the active military, Naval, or Air Service, and who was discharged or released therefrom under conditions other than dishonorable (a “veteran” as defined by the Department of Veteran Affairs) and who has a qualifying injury or illness incurred or aggravated in the line of duty while on active duty that manifested itself before or after the member became a veteran (“Military Caregiver Leave”).

A serious health condition means an illness, injury, impairment, or physical or mental condition that involves inpatient care in a hospital, hospice, or residential medical care facility; or continuing treatment by a health care provider.

If an employee is absent for more than seven calendar days for any of the above reasons, they will be placed on a family leave (if eligible) effective the first day of their absence, with proper documentation.

Eligible employees should make requests for family and medical leave to their supervisors at least 30 days in advance of foreseeable events and as soon as possible for unforeseeable events.

Employees requesting family leave related to the serious health condition of a child, spouse, or parent will be required to submit a health care provider’s statement verifying the need for a family leave to provide care, its beginning and expected ending dates, and the estimated time required. A medical certification must be provided to support a request for a leave because of a serious health condition. The taking of leave may be denied if the requirements are not met.

Eligible employees may request up to a maximum of 12 weeks of family and medical leave within any 12 month period. The BSC will use a rolling 12-month period for specified family and medical reasons. Employees may be required to use any accrued vacation leave time during unpaid family and medical leave.

Married employee couples and domestic partners employed by the BSC may be restricted to a combined total of 12 weeks leave within any 12 month period for childbirth, adoption, or placement of a foster child; or to care for a parent with a serious health condition.

So that an employee’s return to work can be properly scheduled, an employee on family and medical leave is required to provide the BSC with at least two (2) weeks advance notice of the date the employee intends to return to work.

===13.H. Pregnancy Disability Leave of Absence===

The BSC provides pregnancy disability leave of absence without pay to eligible employees who are temporarily unable to work due to a disability related to pregnancy, childbirth, or related medical conditions. An employee may take up to a maximum of four months Pregnancy Disability Leave.

A leave taken under the pregnancy disability policy, runs concurrently with the family and medical leave under federal law, but not family and medical leave under California law.

If an employee is disabled due to pregnancy for more than four months, the employee, if eligible, would be entitled to take up to 12 workweeks of unpaid FRA leave (California Family Rights Act Leave). Health benefits are not paid by the BSC during leave time under FRA.

Employees should make requests for pregnancy disability leave to their supervisors at least 30 days in advance of foreseeable events as soon as possible for unforeseeable events.

A health care provider’s statement must be submitted verifying the need for pregnancy disability leave and its beginning and expected ending dates. Any changes in this information should be promptly reported to the BSC. Employees returning from pregnancy disability leave must submit a health care provider’s verification of their fitness to return to work.

So that an employee’s return to work can be properly scheduled, an employee on pregnancy disability leave is requested to provide the BSC with at least two (2) weeks advance notice of the date she intends to return to work.

If an employee fails to report to work promptly at the end of the pregnancy disability leave, the BSC will assume that the employee has resigned.

[For employees subject to the BSC’s collective bargaining agreement, also see [[Section_16._Leaves_of_Absence_Without_Pay|EA Contract Section 16.C and 16.D]]]

===13.I. Military Service Leave of Absence===

Regular full-time and regular part-time employees whose participation in the uniformed services or other military duty is mandatory will be granted time off without pay, unless they are eligible for pay under the terms of the BSC’s collective bargaining agreement [[Section_13._Military_Duty|EA Contract Section 13]]]. Regular full-time and part time employees required to be gone for more than 30 days may request to substitute accrued vacation for any unpaid portion of the military leave.

An employee must notify his/her immediate supervisor as soon as he/she knows the required dates of service and, if requested, the employee must furnish the supervisor with a copy of the official orders or instructions. Upon return from an excused military leave, the employee will be reinstated to his or her former position, or another position, to the extent required by applicable law, regulation, and ordinance. In order to be eligible for reinstatement, the employee must (1) report to the BSC or submit an application for employment within the period required by federal and state laws, and (2) provide a certificate of satisfactory completion of service, as well as appropriate documentation to establish that the employee is eligible for reinstatement. Vacation and sick-leave benefits do not accrue during any unpaid period of military leave.

An employee whose service is completed in 30 or fewer days will continue receiving health benefits on the same terms as he or she received prior to commencing military leave. For service beyond 30 days, the employee has the ability to continue health benefits pursuant to applicable federal and state law. Upon an employee’s return to work, the BSC will count the time spent on active duty as time worked (1) for determining eligibility for FMLA or CFRA leave, and (2) for retirement plan eligibility, vesting, and benefit accrual.

===13.J. Workers’ Compensation Disability Leave of Absence===

The BSC will grant a workers’ compensation disability leave of absence to employees with occupational illness or injuries in accordance with state law. As an alternative, the BSC will try to reasonably accommodate such employees with modified work. This leave will run concurrently with the Family and Medical Leave if the injury/illness qualified as a “serious health condition” and the employee is eligible.

Employees must report all accidents, injuries and illnesses, no matter how small, to their immediate supervisor.

The BSC requires a written statement from a physician which must include the following:
1. That the employee is unable to perform the regular job duties;
2. The date on which the impairment commenced; and
3. The expected date of the employee’s ability to return to work.

===13.K. Personal Unpaid Leave===

The BSC will grant a personal unpaid leave only in unusual situations, with the prior written approval of the Executive Director. Requests for personal leave will be evaluated based on a number of factors, including anticipated work load requirements and staffing considerations during the proposed period of absence.

The leave will be unpaid. However, employees may use any available vacation leave during the absence.

Subject to the terms, conditions, and limitations of the applicable plans, health insurance benefits will be provided by the BSC until the end of the month in which the approved personal unpaid leave begins. At that time, employees will become responsible for the full costs of these benefits if they wish coverage to continue. When the employee returns from personal unpaid leave, benefits will again be provided by the BSC according to the applicable plans.

Benefit accruals, such as vacation, sick leave, or holiday benefits, will be suspended during the personal unpaid leave and will resume upon return to active employment.

If an employee fails to report to work promptly at the expiration of the approved leave period, the BSC will assume the employee has resigned.

==14. Discipline and Dismissal==
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All employees shall be given two weeks notice of the decision to dismiss them or two weeks salary in lieu of notification.

===14.B. Just Cause===
The BSC shall discipline, suspend or discharge any employee for just cause only, such as violation of state and/or local law, discrimination, harassment, or other violations of BSC policies, or for endangering the safety and well-being of others.

Additionally, the BSC will take appropriate disciplinary action in cases where the working relationship between staff and the BSC membership deteriorates to such a point as to prevent the smooth operation of the organization's functions.

===14.C. Progressive Discipline===
The BSC will utilize a system of progressive discipline, when feasible, per the discretion of the ED. However, the BSC recognizes that depending on the severity of the conduct violation, immediate disciplinary action up to and including termination may be necessary.

Progressive steps may include verbal counseling and/or warnings, written counseling and/or warnings, disciplinary suspensions without pay, and/or termination of employment.

===14.D. Acknowledgment of Warnings===

If the BSC requires an employee to sign a disciplinary action notice, the BSC will include language on the notice stating that the employee receiving such notice is requested to sign the notice to acknowledge receipt, but that such signature does not signify the employee's agreement with the contents of the notice.

===14.E. Disciplinary Notices; Rebuttal; Inspection of Personnel Files===

Employees will receive copies of all disciplinary notices placed in their personnel files and shall have the right to rebut in writing any disciplinary notice. Such rebuttal shall be attached to the disciplinary notice and placed in the personnel file.

==15. Resignation==
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The BSC recognizes the right of its employees to resign from their positions for any reason. Resignations shall be submitted in writing to the employee’s supervisor and shall be effective the date stated. The supervisor should follow up with the HiCom Chair regarding said employee’s resignation.

Resignation may be withdrawn by submitting a written withdrawal to the employee’s supervisor and the HiCom Chair before the date the position is advertised per the discretion of the Executive Director.

After the date the position is advertised, withdrawal of resignation will not be accepted and the previous holder of the position must reapply by the advertised deadline.

==16. Creation of Positions==
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Since the principal purpose of the BSC is to provide low cost housing to its members, operation costs of the corporation should be reduced wherever possible without damaging the efficient operation of the corporation.

In order to create and maintain a quality cooperative living experience, the BSC will hire professional staff to provide services.

At least one week’s notice must be given to the Board of Directors before the Human Resources Committee may consider the creation of a new position. Only the Human Resources Committee may recommend to the Board the creation of a new position.

Creation of a new position shall be considered only after all other feasible and less costly alternatives have been considered and found unacceptable.

==17. Alteration and/or Elimination of Positions==
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===17. A. Alteration===
Alteration of a position shall refer to any change in job duties (for more than one semester), in wages, or in working hours. Alterations to positions may occur as follows:

:1. Every 2 years, the Board of Directors will conduct an assessment of its current salary and wage scales, compare them to the current market value of comparable work, and make adjustments to the wage scale as necessary in order to reflect recent changes in external economic conditions.

: No current employees may have their wages lowered as a result of this biennial review, however changes to unfilled positions are at the discretion of the Board of Directors.

:2. Current employees may only have their wages altered in conjunction with commensurate changes in job duties.

Positions shall be altered or eliminated for the following reasons:
:a. To increase efficiency in the organization
:b. To increase or decrease services to the members
:c. To reduce costs to the membership

Notification: The VPIA shall announce the review to any affected employees at least two weeks before the review.

The Human Resources Committee and the Executive Director shall review the position at an open meeting of the Committee. The Committee shall make a recommendation to the Board of Directors, which will make the final decision. The Board of Directors shall consider elimination after all reasonable alternatives have been excluded.

Any alteration and/or elimination of position must be discussed at at least one Human Resources Committee meeting and one Board meeting.

===17.B. Elimination===

If a position is altered or eliminated the employee shall receive written notice within two weeks of formal discussion of an alteration or termination of a position.

If a position is substantially altered necessitating an employee to leave the position, the employee shall be given two weeks notice of the decision or two week salary in lieu of notification.

==18. Salary Scale==
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Jobs in the BSC have been evaluated and classified based upon the duties,responsibilities of the position, and the amount of experience and training required. The BSC establishes salary ranges for each job based on the above considerations, Bay Area pay practices for comparable non-profit organizations, and funding. Each salary scale has an assigned maximum amount. Exceptions to the pay scale shall require the written approval of Cabinet. Employees may advance on the salary scale for their position by up to 5% annually as determined by the Operations Manager and Executive Director based on the employee’s annual performance review, until the employee reaches the top of the salary scale for their position.

==19. Payroll Deductions==
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Payroll is done biweekly and state and federal taxes are deducted from an employee’s payroll.

==20. Hiring==
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===20.A. Manager Hiring Committee===
The Manager Hiring Committee is responsible for filling all open BSC Manager positions excluding the Executive Director in accordance with BSC policies and applicable Federal and State Laws. The Manager Hiring Committee shall consist of the Executive Director, Hiring Committee Chair, a Cabinet Member designated by the President, and a Board Representative. The Executive Director will lead the committee and must approve all decisions.

===20.B. Staff Hiring Committee (SHiCom)===
SHiCom is responsible for filling all open BSC staff positions not exclusive to members in accordance with BSC policies and applicable Federal and State Laws. The SHiCom shall consist of the Hiring Committee Chair or designee, the Executive Director or designee, Direct Supervisor for the position, student executives designated by the President.

''[Updated 1/27/22]''

===20.C. Recruitment Procedures===

Within the BSC – All positions shall be advertised online and posted on bulletin boards at the central facilities and in the houses/apartment.
Outside of the BSC - The position shall be advertised as widely as feasible.

===20.D. Applications===
All applicants regardless of previous employment at the BSC must submit an application for any position.

All applications for positions shall be kept for two years for persons not hired.
Applications of persons employed shall be kept for five years after their departure from the BSC.

Applications shall be kept confidential, and shall be available only to those persons entitled to participate in the hiring for the position which the application is submitted for.

All applications shall include a sheet explaining hiring procedures and the applicant’s rights under the Employee Handbook.

Applications shall not contain any questions (such as those pertaining to sex, age, marital status, race, etc.) that might prejudice interviewers.

Each application shall have a separate optional information page for the purpose of self-identification of those who wish to be considered under equal opportunity policies. In the case of equally qualified applicants, this information will be used by the Executive Director to inform SHiCom which applicants will help achieve affirmative action goals; but the information page shall not be made available to Hiring Committee members. This information may be used for statistical purposes and for evaluation of the effectiveness of recruitment programs.

No late applications will be accepted.

===20.E. Equal Opportunity in Hiring===

All applications will be reviewed by the Executive Director.

Wherever possible, reasonable accommodation will be made through physical and/or job modifications to allow a person with disabilities to perform a job. In order to increase employment opportunities in general, the co-op will accept and encourage job-sharing proposals wherever feasible. Furthermore, the co-op shall not discriminate against protected classes as defined by the BSC, state, and federal laws.

===20.F. Hiring Preferences===

Among equally qualified applicants, preference will be given to those applicants who will help to achieve equal opportunity goals. Whenever appropriate, employees whose positions have been eliminated shall be given priority for any job openings on the staff. Secondary preference shall be given to any former BSC employees and members. “Preference,” as mentioned here and elsewhere in the Employee Handbook, shall be construed to mean that preferential factors will be taken into account when evaluating otherwise qualified candidates for a job. It shall not be construed to mean that a person will be hired solely because of her/his preferential status.

===20.G. Managers other than the Executive Director===
The Manager Hiring Committee shall review written applications to decide who to interview from among the qualified applicants. An interview team(s) selected by the Manager Hiring Committee shall convene before interviews to Review and discuss the job description.
:a. Determine the style of interview.
:b. Designate general roles for each interview team member in the hiring.
:c. Define specific recruitment and hiring goals for the interview.
:d. Define evaluation criteria.
:e. Determine a reference check procedure.
The Manager Hiring Committee shall make the final selection from among the applicants.
There shall be a two step reporting procedure for hiring decisions:
i. A decision shall be made and recorded on the applications of all persons assessed by the Manager Hiring Committee.
ii. The Manager Hiring Committee shall be asked to name an alternate. The alternate’s status shall be noted on their application. The Manager Hiring Committee may decline to name an alternate.

===20.H. Professional Staff===

It shall be the responsibility of the Executive Director in conjunction with the Supervisor to publicize a description and summary of qualifications for the position, and undertake appropriate advertising.

SHiCom shall review written applications to decide who to interview from among the qualified applicants.

An interview team selected by SHiCom shall convene before interviews to familiarize themselves with:
:a. Review and discuss job description
:b. Determine the style of interview
:c. Designate general roles for each participant in the hiring
:d. Define specific recruitment and hiring goals for the interview
:e. Define evaluation criteria
:f. Determine a reference check procedure

SHiCom shall make the final selection from among the applicants.

There shall be a four step reporting procedure for hiring decisions:
:i. A decision shall be made and recorded on the applications of persons assessed by SHiCom.
:ii. SHiCom shall be asked to name an alternate. The alternate’s status shall be noted on his/her application. SHiCom may decline to name an alternate.
:iii. The decision of SHiCom shall become an official hiring in four working days only if there is no appeal. This period shall begin after all applicants have been notified in writing of SHiCom’s decision.

===20.I. Temporary Employees===

It shall be the responsibility of SHiCom to publicize a description and summary of qualifications for the position, and to undertake appropriate recruitment.

SHiCom shall review written applications, select interviewee(s) from among the qualified applicants, and make a final selection from among those interviewed.

===20.J. House Level Professional Staff===

Applications must be turned into the Central Office by the deadline. It is not the responsibility of BSC employees, elected officials, House Level employees or House Level elected officials for lost or late applications.

SHiCom shall be responsible for seeking appropriate input from affected houses when hiring for centrally employed house level employees. Any recommendations or grievance related to the hiring from the house level membership must be considered and addressed by SHiCom.

===20.K. Hiring Appeals===

Appeals of Staff Hiring Committee decisions may be requested by any person who applied for a job and was not selected. Petitions for appeal are to be considered unusual, extraordinary, and appropriate only if there is evidence to suggest irregularities. Irregularities are defined as including bias and wrong-doing. A petition for appeal must be signed by two of the following persons: Hiring Committee Chair, Committee members, Fair Employment Practices Administrator, Supervisor involved in the hiring, President, a Vice President, any Manager. The appellant can contact the Executive Director to receive Committee members contact information.

If the President receives a valid petition for appeal within four working days of when applicants should have received notification of Staff Hiring Committee’s decision, they shall notify the Personnel Appeals Committee Chair to begin the appeal. The President shall notify all persons in this section of all such requests. All appeals must be submitted in writing.

Upon notification by the President, the Personnel Appeals Committee Chair shall have four working days to convene the Committee. Upon notification, the Personnel Appeals Committee Chair shall notify Personnel Appeals Committee, all applicants, the Hiring Committee Chair, and the Fair Employment Practices Administrator that the appeal has begun. After such notification, the members of Personnel Appeals Committee shall not discuss the appeal outside of meetings of the Personnel Appeals Committee.

===20.L. Promotions===

Whenever a central-level professional staff position becomes available, the position’s direct supervisor may submit a recommendation for promotion to the Executive Director and the appropriate hiring committee.

The hiring committee shall convene to discuss the merits of the promotion. An interview is not required. If the hiring committee agrees by consensus, the employee may be promoted. If no qualified applicants are recommended for promotion and/or the committee does not reach consensus, the position will be advertised for and filled through the normal hiring process. In the event an employee is considered for but not offered a promotion, such decision shall in no way affect the employee’s ability to apply through the regular hiring process.

==21. Incentive Compensation==
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Based on an employee’s annual review he/she is eligible to receive a merit pay raise of up to 5%. This pay raise is not based on length of service, but is instead based on work performance in the discretion of the Executive Director and the Operations Manager. If the employee is at or near the top of his/her salary range and the employee’s performance is rated as outstanding, the employee will be eligible for a one time financial bonus up to a maximum of 5% of the employee’s salary, as determined in the discretion of the Executive Director and the Operations Manager, which shall not be added to the employee’s base salary.

The incentive compensation of employees subject to the collective bargaining agreement will be determined in accordance with the agreement [EA Contract Section 3.G]

==22. Cost of Living Allowance (COLA)==
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The BSC strives to maintain a competitive wage scale in keeping with increases in the Northern California Consumer Price Index for Urban Wage Earners and Clerical Workers,” subject to available funds. In establishing a budget and rates for the following fiscal year, the board shall determine the feasibility of implementing a cost of living adjustment, which, if it is approved by the Board of Directors, will take place on July 1 of the new fiscal year.

The cost of living allowance of employees subject to the collective bargaining agreement will be determined in accordance with the agreement [[Section_5._Cost_of_Living_Adjustment|EA Contract Section 5]].

==23. Paid Time Off==
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===23.A. Paid Time Off for Holidays===

All regular full-time employees who have completed the new hire period will receive a regular day’s pay at their normal hourly rate for paid holidays. Twelve paid holidays are provided for employees not subject to the holiday schedule in the collective bargaining agreement as follows:
*New Year’s Day
*Martin Luther King, Jr. Day
*President’s Day
*The Academic and Administrative Holiday recognized by UC Berkeley during the Spring Recess
*Memorial Day
*Independence Day
*Labor Day
*Veterans Day
*Thanksgiving (2 days)
*Christmas Day
*One personal holiday

The holiday schedule of employees subject to the collective bargaining agreement will be determined in accordance with the agreement [[Section_6._Holidays|EA Contract Section 6]].

Holiday pay is not counted for the purpose of calculating an employee's overtime hours of work or overtime premiums.

If a BSC recognized holiday falls within an employee’s vacation period, the vacation will be extended by one day for each holiday, or, at the discretion of management, the employee will receive a day’s pay in lieu of the holiday. If a recognized holiday falls during a leave of absence, no pay will be given for the holiday.

The BSC may, in its sole discretion, require some or all employees to work on BSC paid holidays or a paid holiday may fall on an employee’s regular day off. In the event that the BSC requires an employee entitled to holiday benefits to work on the holiday or the holiday falls on an employee’s regular day off, the employee will take a different day during the same pay period, as approved by the employee’s supervisor. If the supervisor and the employee determine that it is not feasible to use the holiday during the same pay period, the holiday may be used in the next pay period with the prior written approval of the Executive Director or Operations Manager.

===23.B. Paid Time Off for Vacation===

Regular full-time employees accrue vacation immediately. After the completion of the initial six months of continuous employment, employees can begin to use their vacation benefits. In general, employees may take accrued vacation time anytime during the year, subject to proper notice, work and staffing requirements and BSC approval. Employees are encouraged to submit their request for vacation as far in advance as possible. All vacation requests must be approved in advance by the employee’s direct supervisor and the appropriate manager. In the interest of avoiding undue interruption of our operations, it may be necessary to schedule an employee’s vacation at a time different than originally requested to avoid the problem of too many employees being absent at the same time. In the case of a vacation scheduling conflict, vacation schedules will be determined by the BSC’s Executive Director.

The BSC encourages employees to take vacation on an annual basis, for employees’ personal and professional benefit. Accordingly, it is our policy that vacations must be taken; no employee will receive pay in lieu of vacation except on termination of his or her employment as set forth below.

Except as provided otherwise for employees subject to the BSC’s collective bargaining agreement [[Section_7._Vacations.|EA Contract Section 7]], the maximum balance of accrued vacation any employee can accumulate may not exceed the amount of an employee’s annual accrual of vacation in the previous two years.

Once an employee’s cap is reached, no further vacation will accrue until some vacation is used. When some vacation is used, vacation time will again begin to accrue. However, there is no retroactive grant of vacation for the period of time the accrued vacation compensation was at the cap. Additionally, if vacation time again accrues to the cap, the accrual of vacation will cease until some vacation is used.

Additional vacation time is not generally granted due to employee sickness during the vacation period. However, an employee may request that vacation time be counted as sick leave in the event of a serious illness requiring hospitalization. This request shall be made to the BSC’s Executive Director.

Regular full-time employees begin to accrue vacation time at the following rate, unless the employee is subjective to an alternative vacation accrual schedule as a member of the collective bargaining unit [EA Contract Section 7]:
::a. At the rate of 4.5 hours per two week pay period during the first through fifth year of service.
::b. At the rate of 5.5 hours per two week pay period during their sixth through tenth year of service.
::c. At the rate of 6.5 hours per two week pay period after completing ten years of service.

The Managers begin to accrue vacation time at the following rate:
::a. At the rate of 4.5 hours per two week pay period during the first through fifth year of service.
::b. At the rate of 6.5 hours per two week pay period during their sixth through tenth year of service.
::c. At the rate of 7 hours per two week pay period after completing ten years of service.

All regular full-time who leave the BSC will be paid for any accrued unpaid vacation hours. Likewise, the BSC will make a deduction from the final paycheck for the balance of any vacation pay advanced.

Vacation hours for eligible employees will be paid at the straight-time hourly rate in effect at the time the vacation hours are paid. The straight-time hourly rate for salaried employees will be determined by dividing their base weekly salary by 40.

Vacation hours are accrued only on straight-time hours actually worked or paid (holidays, vacations, paid sick leave and bereavement) up to a maximum of 40 such hours per week. Employees shall not accrue vacation hours for unpaid sick leave or unpaid leaves of absence, whether excused or unexcused, unless otherwise required by law, regulation, or ordinance.

===23.C. Paid Time Off for Sick Leave===

The BSC has established a sick leave policy to help regular full-time employees with the financial burden of lost work incurred because of personal illness or to attend to the illness of their child, parent, spouse, or registered domestic partner. This policy is intended to be used in case of illness only and should not be abused.

Sick leave is authorized at the discretion of the BSC for bona fide illnesses and injuries that prevent the employee from performing normal job duties. A physician’s verification may be required whether leave is being used for the employee’s own illness or the illness of their child, parent, spouse or registered domestic partner. The sick leave policy is designed to cover occasional and infrequent absences. In order to be eligible for sick leave, you must notify your supervisor at least one-half hour before you are scheduled to begin work on the date of the absence.

Regular full-time employees accrue sick leave at the rate of 3.75 hours per two week pay period. Eligible employees cannot accrue more than 24 days of sick leave unless they are subject to an alternative cap on sick leave as members of the collective bargaining unit [[Section_9._Health_Plan_%26_Sick_Leave|EA Contract Section 9]].

Sick pay to which an employee is entitled shall be fully integrated with any state disability pay or workers’ compensation. That is, in the event of occupational injury or illness, the BSC will pay sick time to an eligible employee during the normal three-day waiting period before the employee is paid workers’ compensation benefits pursuant to the applicable law, regulation, and ordinance. Similarly, the BSC will pay sick-leave benefits during the normal seven-day waiting period before the eligible employee is paid benefits from either state unemployment disability or other insured unemployment disability plan. Following the three-day or seven-day waiting period specified above, an employee will continue to receive sick pay less disability benefits actually received or the disability benefits that would have been received had the employee made timely application.

As sick pay benefits are designed only to assist an employee who misses work due to an actual illness or injury, no sick leave benefits are paid upon termination of employment for any reason, nor can sick leave benefits be applied as extra vacation.

[For employees subject to the BSC’s collective bargaining agreement, also see EA Contract Section 9]

===23.D. Paid Time Off for Jury Duty===

The BSC recognizes every employee’s civic duty with respect to serving on juries or a witness when called. An employee who has been summoned as a witness or for jury duty should notify his or her supervisor immediately. The BSC will grant the necessary time off with pay. Employees may be required to provide proof of jury/witness service.

===23.E. Paid Time Off for Bereavement===

In the event of the death of a member of the immediate family, regular full-time employees will receive up to three days paid time off to handle the necessary details and attend the funeral.

For purposes of bereavement leave only, immediate family is defined as the current spouse, registered domestic partner, parent, child, sibling, father-in-law, mother-in-law, aunt, uncle, niece, nephew, grandchild, and grandparent of the employee.

===23.F. Paid Time Off to Vote===

The BSC allows employees to take two hours of paid time off at the beginning or end of the work day to vote on Election Day, if the employee does not have the time outside regular working hours to vote. The employee must give his or her supervisor at least two days notice. A voting receipt may be required.

[For employees subject to the BSC’s collective bargaining agreement, also see [[Section_12._Jury_Duty_and_Voting_Rights|EA Contract Section 12]]]

==24. Insurance Benefits==
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===24.A. Health Insurance===

The BSC provides employees and their dependents access to medical insurance. Only regular full-time employees are eligible to participate in the health insurance plan. The BSC shall pay 100% of the health insurance premium for the employee’s coverage under the plan offered by the BSC. The BSC shall pay 80% of the health insurance premium for the employee’s dependents under the plan offered by the BSC.

The BSC shall offer one health insurance plan and may, at its sole discretion, offer additional plans. However, should the BSC offer any additional plans, the BSC shall only cover employee’s and dependent’s premium expenses, as outlined above, up to the cost of the least expensive plan. Employees opting to use more expensive plans must “buy-up” to these plans and pay the difference in premium expenses.

The BSC shall provide a Health Reimbursement Account to help cover deductible eligible health-related expenses. Reimbursements shall be handled as follows:
:1. The first $500 of deductible eligible expenses shall be paid by the employee.
:2. The remaining balance of deductible eligible expenses shall be paid by the BSC.
:3. The above payment schedule shall apply to each individual covered under the BSC’s health plan.
:4. Under no circumstance shall the BSC reimburse for expenses not subject to the deductible. Furthermore, the BSC shall not reimburse for services not covered by the plan or for out of network charges, unless such expenses are recognized as a true emergency by the insurance carrier.

Eligible employees may participate in the health insurance plan, subject to all terms and conditions of the agreement between the BSC and the insurance carrier. Eligible employees may begin health insurance coverage the first day of the month following their date of hire.

===24.B. Dental Insurance===

The BSC provides employees and their dependents access to dental insurance. Only regular full-time employees are eligible to participate in the dental insurance plan.The BSC shall pay 100% of the dental insurance premium for the employee’s coverage under the plan offered by the BSC. The BSC shall pay the 80% of the dental insurance premium for the employee’s dependents under the plan offered by the BSC.

Eligible employees may participate in the dental insurance plan, subject to all terms and conditions of the agreement between the BSC and the insurance carrier. Eligible employees may begin dental insurance coverage the first day of the month after completing 90 days of service.

===24.C. Vision Care===

The BSC provides employees and their dependents access to vision care. Only regular full-time are eligible to participate in the BSC’s vision care plan.
Eligible employees may participate in the vision care plan, subject to all terms and conditions of the agreement between the BSC and the insurance carrier. Eligible employees may begin vision care coverage the first day of the month following their date of hire.

===24.D. Life Insurance===

The BSC pays the premium for a $100,000 life insurance policy to full-time employees, subject to all terms and conditions of the agreement between the BSC and the insurance carrier.

Eligible employees may begin coverage the first day of the month, following 90 days of employment. Only regular full-time employees are eligible to participate in the plan. Details of the life insurance benefit plan including benefit amounts, limitations and restrictions are described in the Summary Plan Description provided to eligible employees.

===24.E. Long Term Disability Insurance===

The BSC pays the premium for a long-term disability (LTD) benefit plan to help full-time employees cope with an illness or injury that results in a long-term absence from employment. LTD is designed to ensure a continuing income for employees who are disabled and unable to work. Only regular full-time employees are eligible to participate in the plan.

Eligible employees may participate in the LTD plan subject to all terms and conditions of the agreement between the BSC and the insurance carrier. Eligible employees may begin LTD coverage the first day of the month, following 90 days of employment. Details of the LTD benefits plan including benefit amounts, limitations and restrictions are described in the Summary Plan Description provided to eligible employees.

==25. 403(b) Retirement Plan==
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The BSC has made available a 403(b) retirement plan, to provide employees the opportunity to save for retirement.

The 403(b) plan allows each employee to elect how much salary they want to contribute and to direct to the investment of their plan account, so they can tailor their individual retirement package to meet their individual needs. The voluntary contribution to the 403(b) plan is automatically deducted from the employee’s pay before federal and state tax withholdings are calculated. In addition, after two years of employment, the BSC will pay into this plan an amount equal to 8% of the employee’s gross salary.

==26. Discrimination & Harassment Prevention Policy==
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===Policy Statement===

The BSC strives to create and maintain a work environment in which people are treated with dignity, decency, and respect. The work environment should be characterized by mutual trust and the absence of intimidation, oppression, and exploitation. Employees should be able to work and learn in a safe and stimulating environment. The accomplishment of this goal is essential to fulfilling the mission of the BSC. For that reason, the BSC will not tolerate unlawful discrimination or harassment of any kind. Through enforcement of this policy and by education of employees, members, and third-parties with whom the BSC conducts business, the BSC will seek to prevent, correct, and discipline behavior that violates this policy.

The BSC is committed to providing equal employment opportunities to all employees and applicants without regard to age (40 or older), ancestry, color, religious creed (including dress and grooming practices), disability (mental and physical), marital status, medical condition (cancer and genetic characteristics), including HIV and AIDS, genetic information, military and veteran status, national origin (including language use restrictions), race, sex (including pregnancy, child birth, breastfeeding and medical conditions related to pregnancy, child birth or breastfeeding), gender, gender identity and gender expression, sexual orientation, or any other protected status in accordance with all applicable federal, state, and local laws.

In addition, the BSC is committed to providing a work environment that is free of unlawful harassment. The BSC strictly prohibits all forms of unlawful harassment, including harassment on the basis of age (40 or older), ancestry, color, religious creed (including religious dress and grooming practices), disability (mental and physical), marital status, medical condition (cancer and genetic characteristics), including HIV and AIDS, genetic information, military and veteran status, national origin (including language use restrictions), race, sex (including pregnancy, child birth, breastfeeding, and medical conditions related to pregnancy, child birth or breastfeeding), gender, gender identity and gender expression, sexual orientation, or any other protected status in accordance with all applicable federal, state and local laws.

The BSC is committed to complying with all laws protecting qualified individuals with disabilities, as well as employees’ religious beliefs and observances. This policy extends to all aspects of BSC employment practices, including recruiting, hiring, discipline, termination, promotions, transfers, compensation, benefits, training, leaves of absence, and other terms and conditions of employment.

The BSC will provide a reasonable accommodation for any known physical or mental disability of a qualified individual or for employees’ religious beliefs and observances, provided the requested accommodation does not create an undue hardship for BSC and does not pose a direct threat to the health or safety of others in the workplace or to the individual. The BSC will not retaliate or discriminate against a person for requesting an accommodation for their disability, regardless of whether the accommodation was granted.

===Applicability===

This policy prohibits unlawful discrimination and harassment in the workplace and provides protection for all applicants and employees of BSC, including supervisors and managers. The BSC prohibits managers, supervisors, and employees from discriminating against or harassing co-workers as well as members, alumni, vendors, suppliers, independent contractors, and others doing business with BSC. In addition, the BSC prohibits members, alumni, vendors, suppliers, independent contractors and others doing business with the BSC from discriminating against or harassing BSC employees.

All employees, regardless of their position and student/professional status are covered by and are expected to comply with this policy, and to take appropriate measures to ensure that prohibited conduct does not occur. Any employee determined to be responsible for violating this policy will be subject to appropriate disciplinary action, up to and including termination. Any employee, supervisor, or manager who condones or ignores potential violations of this policy will be subject to appropriate disciplinary action, up to and including termination. Based upon the seriousness of the offense, disciplinary action may include verbal or written reprimand, suspension, or termination of employment. Under California law, employees may be held personally liable for harassing conduct that violates the California Fair Employment and Housing Act (FEHA).

Similarly, all members, alumni, and third-parties conducting business with the BSC are expected to comply with this policy, and to take appropriate measures to ensure that prohibited conduct does not occur. Appropriate disciplinary action will be taken against any member, alumni, or third-party that violates this policy. Based upon the seriousness of the offense and the nature of the individual’s relationship with the BSC, disciplinary action may include a warning, conditional contract, membership termination, ineligibility to visit BSC property, and/or ineligibility to conduct business with the BSC.

===Prohibited Conduct===

====Examples of Prohibited Sexual Harassment and/or Discrimination====

Sexual harassment includes a broad spectrum of conduct, including harassment based on sex, gender, gender identity or expression, and sexual orientation. Examples of unlawful and unacceptable behavior include:

:1. Unwanted sexual advances.

:2. Offering an employment benefit (such as a raise, promotion or career advancement) in exchange for sexual favors, or threatening an employment detriment (such as termination or demotion) for an employee’s failure to engage in sexual activity.

:3. Visual conduct, such as leering, making sexual gestures and displaying or posting sexually suggestive objects or pictures, cartoons or posters.

:4. Verbal sexual advances, propositions, requests or comments.

:5. Sending or posting sexually related messages, videos or messages via text, instant messaging or social media.

:6. Verbal abuse of a sexual nature, graphic verbal comments about an individual’s body, sexually degrading words used to describe an individual and suggestive or obscene letters, notes or invitations.

:7. Physical conduct, such as touching, groping, assault or blocking movement.

:8. Physical or verbal abuse concerning an individual’s gender, gender identity or gender expression.

:9. Verbal abuse concerning a person’s characteristics such as pitch of voice, facial hair or the size or shape of a person’s body, including remarks that a male is too feminine or a woman is too masculine.

====Examples of Other Prohibited Harassment and/or Discrimination====

In addition to the above listed conduct, the BSC strictly prohibits harassment or discrimination concerning any other protected characteristic. Such prohibited harassment includes:

:1. Racial or ethnic slurs, epithets and any other offensive remarks.

:2. Jokes, whether written, verbal or electronic.

:3. Threats, intimidation, and other menacing behavior.

:4. Inappropriate verbal, graphic or physical conduct.

:5. Sending or posting harassing messages, videos or messages via text, instant messaging or social media.

:6. Other harassing or discriminatory conduct based on one or more of the protected categories identified in this policy.

Harassment of the BSC’s members, alumni, vendors, suppliers, independent contractors or employees of the BSC’s vendors, suppliers or independent contractors by the BSC’s employees, members, alumni, or third-parties conducting business with the BSC is also strictly prohibited. Any such harassment will subject such parties to disciplinary action, up to and including termination of employment, membership termination, ineligibility to visit BSC property, and/or ineligibility to conduct business with the BSC.

Employees, members, alumni, or third-parties conducting business with the BSC who have any questions about what constitutes harassing or discriminatory conduct should contact the Human Resources Manager or Executive Director.

===Reporting Harassment or Discrimination===

If an employee feels that they are being harassed or discriminated against or if an employee observes harassment or discrimination by another employee, supervisor, manager, member, alumni, or third-party doing business with the BSC, the employee should immediately report the incident to their immediate supervisor, the Human Resources Manager, or Executive Director. The supervisor should immediately contact the Human Resources Manager or Executive Director in order for appropriate action to be taken. If the manager or supervisor is the person who is responsible for the harassment, or if the harassment has been reported to the manager or supervisor and no action was taken, then the employee should report such conduct or situation to the Human Resources Manager or Executive Director.

In order for the BSC to investigate and try to resolve the claim internally, all supervisors must promptly report complaints of misconduct under this policy to the Human Resources Manager or Executive Director. All complaints of unlawful harassment or discrimination that are reported to management will be investigated as promptly as possible and corrective action will be taken where warranted. Complaints will be investigated by impartial and qualified internal personnel unless external involvement is warranted. The process will be documented and tracked for reasonable progress, and all investigations will be completed timely.

The California DFEH may also investigate and process complaints of harassment or discrimination. Violators are subject to penalties and remedial measures that may include sanctions, fines, injunctions, reinstatement, back pay, and damages. The toll free number for the DEFH is (800) 884-1684.

Employees’ notification to the BSC is essential to enforcing this policy. Employees may be assured that they will not be penalized in any way for reporting a harassment or discrimination issue. It is unlawful for an employer to retaliate against employees who oppose the practices prohibited by the FEHA, or who file complaints or otherwise participate in an investigation, proceeding or hearing conducted by the California Department of Fair Employment and Housing (DEFH) or the Fair Employment and Housing Commission (FEHC). The BSC prohibits employees, members, alumni, and third-parties conducting business with the BSC from hindering its internal investigations or its internal complaint procedure. Nothing in this policy shall prevent the complainant or the respondent from pursuing formal legal remedies or resolution through state or federal agencies or the courts.

===Retaliation Prohibited===

The BSC prohibits retaliation against those who report, oppose or participate in an investigation of alleged violations of this policy. Participating in an investigation of alleged wrongdoing in the workplace includes:

:1. Filing a complaint with a federal or state enforcement or administrative agency.

:2. Participating in or cooperating with a federal or state enforcement agency that is conducting an investigation of BSC regarding alleged unlawful activity.

:3. Testifying as a party, witness or accused regarding alleged unlawful activity.

:4. Associating with another employee who is engaged in any of these activities.

:5. Making or filing an internal complaint with the BSC regarding alleged unlawful activity.

:6. Providing informal notice to the BSC regarding alleged unlawful activity.

The BSC strictly prohibits any adverse action or retaliation against an employee for participating in an investigation of alleged violation of this policy. If an employee feels that they are being retaliated against, or should they observe retaliation by another employee, supervisor, manager, member, alumni, or third-party, they should immediately report the incident to the Human Resources Manager or Executive Director.
[[Category:Policy]] [[Category:Staff]]

I.B. Committees

2022-01-27T22:13:34Z

Zoewan: /* Updated I.B.14. General Description and added a new category: Hiring Committee Chair (Hicom Chair) responsibilities as per board approval at board #5 (12.9.21) Pg 5 */

==I.B.1. CABINET==

'''General Description'''

Cabinet is the Executive Committee of the BSC Board of Directors responsible for maintaining a broad view of BSC governance and ensuring that key issues are framed, prioritized, coordinated, and addressed by the organization. Cabinet serves as a central location of communication for the BSC, with individual Vice Presidents acting as conduits of communication with each other, with the Board, and with management in all issues facing the BSC.

Cabinet is responsible for determining if issues will be decided by management, in Committee, or by the full Board, ensuring the rationale for making a decision is well represented, identifying the opinion or recommendation of the Cabinet when it chooses to make such recommendations, and suggesting amendments or edits to the work of other bodies where appropriate. In the case that emergency action is needed, the Cabinet can act in the place of the Board and report that action to the Board, upon whose authority such decisions are formalized.
All meetings of the Cabinet are open to the BSC membership except for those items requiring executive session.

'''Composition'''

The BSC President is the chair of Cabinet. Cabinet is comprised of the Vice President of Internal Affairs, the Vice President of Capital and Finance, the Vice President of Experience and Training, the Vice President of External Affairs, and two non-executive Cabinet members. Only sitting Directors are eligible to serve as President and voting members of Cabinet. Additionally, the Executive Director must attend Cabinet as a non-voting member, as well as other staff and staff managers as required by the Executive Director in consultation with the President. Finally, up to two members selected to chair Board-created Task Forces must report at every regularly scheduled Cabinet meeting or at Cabinet's direction.

'''Additional Responsibilities'''

:1. The Cabinet, under the direction of the President, will determine its agenda. It may discuss motions passed out of committee, motions delegated to it by the Board, ideas of its own origination, and the concerns of the membership and Staff Management.
:2. Motions from committees may be sent to the Board of Directors for debate or referred back to committee for further discussion with specific recommendations.
:3. Handle sensitive or confidential personnel matters referred by management.
:4. Provide oversight for and, if necessary, remove unit-level managers.
:5. Consider senior manager evaluations compiled by the Executive Director each Spring. See the Employee Handbook Section TBD for more information.
:6. Establish special committees as necessary with approval of the Board.

==I.B.2. INTERNAL AFFAIRS COMMITTEE (IACom)==

'''General Description:'''

The Committee is a standing committee of the Board of Directors. The Internal Affairs Committee is responsible for evaluating and modifying the policies and procedures pertaining to all BSC professional, member, and workshift staff, as well as BSC program operations at the central and unit levels. At the discretion of the Cabinet and with the approval of the Board of Directors, the Internal Affairs Committee has final decision-making authority over issues including, but not limited to, personnel policies, the Injury and Illness Prevention Plan, unit-level IT service, habitability, etc. IACom is the body that hears proposed alterations to the member appeals processes, the member contract, workshift rules, housing assignment rules, and other issues pertaining to the member contract and Administrative Code before discussion at the Board of Directors. IACom shall fulfill all responsibilities attributed to HRCom and OpCom in all BSC policies and external agreements, and assure legal compliance with all laws applicable to the committee’s charge.

'''Composition:'''

The VPIA is the chair of IACom. IACom comprises, at a minimum, four non-executive student Directors.. The Employee Association may seat one voting member on the committee. IACom is staffed by the Operations Manager, and the Executive Director as needed. The voting members of IACom may elect to seat a member of the Alumni Board as a nonvoting member of IACom, as well as a voting Member-at-large as described in section I.B.13 of the Policy Directory.

'''Additional Responsibilities:'''

:1. Occasionally review the competitiveness of BSC wages and report the findings of such reviews to the Board of Directors
:2. As a standing committee of the Board, IACom is expected to undertake periodic reviews of core components of areas under its jurisdiction, and to evaluate the effectiveness, efficiency, and responsiveness of programs as necessary.
::a. Review the results of the annual metrics and survey
::b. Review central level food, maintenance, and supplies operations, including the goods and service review as needed
::c. Review and amend policies as they pertain to the BSCIT policy as outlined in section IV.M. of the Policy Directory
:3. Propose to the Cabinet areas for work as needed and respond to the requests of the Board of Directors
:4. Review the Policy Directory for consistency and make non-substantive revisions in line with Board policy decisions

==I.B.3. CAPITAL AND FINANCE COMMITTEE (CFCom)==

'''General Description:'''

The Capital and Finance Committee is a standing committee of the Board of Directors. The Capital and Finance Committee is responsible for evaluating and modifying the policies and procedures pertaining to all BSC finances and is responsible for protecting, investing in and expanding the assets of the organization in order to contribute to the organization’s long-term sustainability. This includes preparing the annual budget, recommending contributions to the BSC’s strategic reserves, assuring compliance with law pertaining to financial regulations and property maintenance, and reporting regularly to the Board of Directors. At the discretion of the Cabinet and with the approval of the Board of Directors, the Capital and Finance Committee has final decision-making authority over issues and policies including, but not limited to, approval of the annual audit, approval of the completed BSC tax return, capital improvement and maintenance, the terms and conditions of property leased by the BSC to third parties, the terms and conditions of leased co-ops, and the organization’s property and liability insurance.

'''Composition:'''

The VPCF is the chair of CFCom. CFCom comprises, at a minimum, four non-executive student Directors. CFCom is staffed by the Finance Manager, and the Executive Director as needed. The voting members of CFCom may elect to seat a member of the Alumni Board as a nonvoting member of CFCom, as well as a voting Member-at-large as described in section I.B.13 of the Policy Directory.

'''Additional Responsibilities:'''

:1. Conduct Insurance Review in the Fall semester, including property and liability insurance to ensure that prudent decisions are made to protect the organization from loss due to insurable risks
:2. Conduct a review of the BSC’s bond compliance in the Fall semester, for the duration of the bonds
:3. Monitor the implementation of laws affecting BSC financial policy
:4. Produce recommendations for Board, of matters relevant to the financial health and stability of the BSC
:5. Oversee the development and implementation of long-term capital improvement plans to properly maintain all properties, increase disabled access, improve seismic safety, and enhance energy efficiency
:6. Propose to the Cabinet areas for work as needed and respond to the requests of the Board of Directors

==I.B.4. EXPERIENCE AND TRAINING COMMITTEE (ETCom)==

'''General description:'''

The Experience and Training Committee is a standing committee of the Board of Directors. ETCom is responsible for evaluating and modifying as necessary BSC education and training programs for both members and unit-level managers, and for programs that strengthen the cooperative values of the BSC’s membership. This includes evaluating the effectiveness, efficiency and responsiveness of programs adopted to train members and unit-level managers, ensuring the transfer of relevant information as the membership turns over, and supporting membership participation in BSC governance. At the discretion of the Cabinet and with the approval of the Board of Directors, the Experience and Training Committee has final decision-making authority over issues and policies including, but not limited to, the content of BSC manager and member trainings and other programs that support member learning and member’s cooperative experience. ETCom is the body that hears proposed alterations to disability rules, and emergency services, unit rules, member conduct policies and procedures, mediation / conflict resolution services, and unit-level safety before discussion at the Board of Directors.

'''Composition:'''

The VPET is the chair of ETCom. ETCom comprises, at minimum, four non-executive student Directors. ETCom is staffed by the [Cooperative Experience] Manager, and the Executive Director as needed. The voting members of ETCom may elect to seat a member of the Alumni Board as a nonvoting member of ETCom, as well as a voting Member-at-large as described in section I.B.13 of the Policy Directory.

'''Additional Responsibilities:'''

:1. Process ET Grant applications as specified below
:2. As a standing committee of the Board, ETCom is expected to undertake periodic reviews of core components of areas under their jurisdiction, and to evaluate the effectiveness, efficiency, and responsiveness of programs as necessary such as:
::a. Manager trainings
::b. New Member Orientation and unit-level orientations
:3. Fulfill any implied responsibilities for evaluating and approving Community Action Workshop proposals
:4. Review applications for the annual NASCO Institute
:5. Solicit participation in and select finalists for the annual BSC Cooperative Development Grant
:6. Propose to the Cabinet areas for work as needed and respond to the requests of the Board of Directors

'''Process for ETCom Grant Vetting:'''

:1. The Experience and Training Committee is empowered to award grants to BSC members who submit proposals in line with the “mission” of the grants program, as defined below:
::a. “The mission of ETCom grants is to provide resources to promote the sharing of knowledge that will enrich the BSC community.”
:2. Applications should be submitted to either the VPET or the ETCom Administrative Assistant.
:3. Funds will be drawn from the ETCom Grants budget.
:4. ETCom has full discretion over its budget: including, but not limited to ETCom Grants and GMMs.
:5. Funds may be used to reimburse members for supplies, labor, venue/speaker fees, and any other expenses related to the event.
:6. To be reimbursed, members must submit all receipts along with a completed event evaluation form within ten (10) business days of conclusion of the event.
:7. The Member Resources Supervisor will verify with the ETCom Administrative Assistant the final amount to be reimbursed.

==I.B.5. EXTERNAL AFFAIRS COMMITTEE (EACom)==

'''General description:'''

The External Affairs Committee (EACom) is a standing committee of the Board of Directors. The External Affairs Committee is responsible for evaluating and modifying BSC policies, procedures, and programs pertaining to external stakeholders. This includes, but is not limited to, community, neighbor and government relations, political advocacy, marketing and brand strategy, recruitment of historically marginalized communities, alumni engagement, fundraising, and supporting the cooperative movement.

'''Composition:'''

The VPEA is the chair of EACom and facilitates all meetings. EACom is comprised of a minimum of four student Board Directors. EACom is staffed by the Development Director, and the Executive Director as needed. The voting members of EACom may elect to seat a member of the Alumni Board as a nonvoting member of EACom, as well as a voting Member-at-large as described in section I.B.13 of the Policy Directory.

'''Specific Responsibilities:'''
#Encourage and fund unit level neighbor events at the beginning of each semester
#Competitively allocate charitable donations and event sponsorship funds
#Generate community improvement projects as described in V.C.3 of the Policy Directory
#Disburse the cooperative development grant
#Follow press protocols as established by the VPEA
#Facilitate board level support of BSC development efforts and actively participate in BSC alumni engagement and fundraising activities as needed
#Follow university, local and state government activity as it pertains to the BSC. Attend meetings as necessary
#Engage in direct political advocacy as necessary
#Strengthen external relationships with cooperatives and businesses relevant to the mission of the BSC

==I.B.6. SUMMER GOVERNANCE COMMITTEE (SumCom)==

'''General Description:'''

SumCom is the Summer Governance Committee of the BSC Board of Directors responsible for fulfilling BSC governance and the responsibilities of Board during the Summer. SumCom must complete projects and tasks assigned from the previous Board of Directors. As needed, SumCom will handle sensitive or confidential personnel matters referred by management, and will substitute Cabinet in matters of emergency or in place of other committees as needed.
The term of SumCom shall be from 12:00 a.m. on the day following the end of the spring contract period until 11:59 p.m. on the day prior to the start of the subsequent fall contract period. SumCom Executives will predetermine dates and locations of meetings for SumCom approximately every 2-3 weeks in consultation with SumCom members and Senior management, with the ability to alter that schedule when necessary. Additional SumCom meetings may be called or cancelled by a 2/3 supermajority of SumCom members. All meetings of the SumCom are open to the BSC membership except for those items requiring executive session. The quorum for SumCom meetings shall be the majority of its elected members.

'''Composition:'''

The BSC Summer President is the chair of SumCom. SumCom is comprised of the Vice President of Summer Governance, and five additional Directors elected by the Board of the previous Spring. Only sitting Directors are eligible to serve as a Summer executive or a voting member of SumCom. Additionally, the Executive Director must attend SumCom as a non-voting member, as well as other staff and staff managers as required by the Executive Director in consultation with the Summer President.

'''Director Responsibilities (both SumCom members and Non SumCom members):'''

:1. All of Board is to be included in distribution of SumCom agendas, minutes, and other communications as appropriate.

:2. Directors on SumCom are to take responsibility for disseminating this information to all units, including regular house visits, as other Directors will not have the same depth of knowledge to share with their own units.

:3. Non SumCom Directors: At all times during the summer contract period, all Directors elected in the previous spring will remain the Board of Directors of the BSC, with meetings called by Cabinet or four Board Members as set out in the bylaws, and with ultimate authority to make and overturn decisions.
::a. As such, it is crucial that Directors not on SumCom will still be responsible for checking their email at least once every 3-4 days, and respond promptly.
::b. In the case that a Director fails to respond promptly, removal from position or workshift fining may be utilized, at the discretion of the Summer President.

'''Compensation:'''

:1. Directors who are elected to SumCom will receive 4 hours at the workshift rate per week of the Summer term.

:2. SumCom executives compensation will be outlined in their Job Descriptions in the Policy Directory.

:3. Non SumCom Directors who have a Summer contract may receive 1 hour workshift a week for communicating with their members.

:4. Non SumCom Directors who do not have a Summer contract and will not be in contact with their houses will not receive workshift credit during the Summer term.

'''In the Case of resignation:'''

If any Director who is a member of SumCom resigns from their position as Director or from SumCom, the Summer President shall hold an electronic vote with the full Board of Directors to elect a new Director to SumCom.

==I.B.7. TASK FORCES==

'''General Description:'''

Each year in the Spring, Cabinet must consider and the Board of Directors may identify one or two projects for work the following academic year. This/these projects will be assigned a task force to be overseen by the cabinet at the direction of the Board of Directors. Once a task force’s need is identified, the Board will adopt a specific charter for the task force including:

:1) who will participate in the task force,
:2) the start date of the task force,
:3) a midway review point (if applicable to the scale of the project),
:4) a termination date of the task force’s charter, and
:5) the body to which the task force will report its work.

The Board may delegate this responsibility as desired. The task force chair, or member charged with overseeing the task force’s work as established by the task force charter, is responsible for providing frequent updates to both the Board and the Cabinet on their progress and for providing detailed recommendations as to the project's next step upon the completion of the charter or the end of their term as its chair.

The Board may create no more than two Board-level task forces at any given time. The Board or its delegates can designate reasonable compensation considering the expected workload for the task force chair.

'''Composition:'''

At the first board meeting of the semester the President will present to the Board the candidates appointed to serve on task force[s] adopted by the Board the previous spring. The Board may approve the list as a whole, amend the list, or reject it. Additionally, representatives of the Board of Directors not currently assigned to a Board standing committee will be appointed to the task force[s]. Each person seated on a task force is considered a voting member.

==I.B.8. ASSIGNING MEMBERS TO AND VOTING ON COMMITTEES==

'''General Committee Guidelines:'''

:1. Every effort will be made to assure representation of the apartment units Rochdale, Fenwick and Northside Coop in all Board activities, committees and task forces. Similarly, every effort will be made to assure representation of units of different sizes (small, medium and large).
:2. The voting body of a committee shall consist solely of the Directors assigned to that committee and the appointed Committee Member(s)-At-Large, unless otherwise stipulated in the specific committee description.
:3. Every effort will be made to ensure that no standing committee or task force has more than one director from a unit. At the discretion of the President, two Directors from the same unit may be seated in the same standing committee or task force.

==I.B.9. MEMBERS-AT-LARGE ON STANDING COMMITTEES==

:1. All four of the standing committees of Board (Internal Affairs, Capital & Finance, Experience & Training, and External Affairs) may have one voting member-at-large on the committee.
:2. Each committee will select their member-at-large by majority vote. Selections must take place no later than the second committee meeting of the contract period. The committee may also vote not to have a member-at-large by majority vote.
:3. Applications will be solicited from the Membership with descriptions and applications written by the respective committee and sent out to the general membership. The members-at-large will be compensated at the workshift rate per hour of committee meeting and per hour of committee related work completed outside of committee meetings. Compensation will be capped at 60 hours per contract period. They are each required to maintain and update a timesheet. This timesheet will be shared with their unit's President at the beginning of the semester and will be made available for the purview of the unit's membership anytime throughout the semester. This timesheet is to be reviewed, amended, and approved by the Vice President of the standing Committee the member-at-large is on every month of each semester.
:4. The term of a member-at-large will be one contract period.

[''Board approved 4-29-21'']

==I.B.10. AUDIT COMMITTEE (AuditCom)==

The Audit Committee will monitor the progress and completion of the BSC’s annual audits as well as investigate and strengthen BSC operations and internal controls. The Audit Committee will be comprised of at least three people such that members of the Finance Committee constitute less than one-half of the membership of the Audit Committee:

:1. A Director who is on CFCom,
:2. A Director who is not on CFCom,
:3. In the beginning of the fall semester, the VPCF will recruit members of the BSC Alumni Association or other experts with accounting or finance backgrounds to serve on the Audit Committee. These members must be approved by the Board of Directors and from these members the Board shall select a Chairperson.
:4. The Chair of the Audit Committee cannot be on CFCom
:5. Members of CFCom must make up less than 50% of the Audit Committee
:6. No members of the Audit Committee can receive compensation in excess of what Directors receive for service
:7. No members of the Audit Committee can have a material financial interest in an entity doing business with the BSC.
:8. At least every three years, the Audit Committee will select an independent auditor through a competitive bidding process. If the Audit Committee would like to continue with the same firm, the Board has the ability to extend the firm’s services for up to two more years.

==I.B.11. ADMINISTRATIVE COMMITTEE (AdCom)==
See AdCode Section XVIII
{{Infobox
| type = warning
| heading = Possible copy-editing issue
| body = AdCom has been partially replaced with AdHoc, which is described in [[XVII: AdHoc Committee | AdCode Section XVII]]. References to AdHoc and AdCom elsewhere in the wiki should be double checked if the distinction matters. The next step up is the original reference in this section: [[XVIII: Appeals | AdCode Section XVIII]] covers appeals of all administrative issues, no matter what the initial hearing body was.
}}

==I.B.12. CONDUCT COMMITTEE (ConCom)==
See AdCode Section XXVI
{{Infobox
| heading = See also
| body = [[XXVI: Terminations|AdCode Section XXVI]] deals with membership terminations. Conduct has been expanded, and ConCom is now described in the [[Policy_Directory#VII:_Conduct_Code_(ConCode)|Conduct Code]].
}}

==I.B.13. INVESTMENT MANAGEMENT COMMITTEE (IMCom)==
See Policy Directory IV.K
{{Infobox
| heading = Note: numbering has changed.
| body = This most likely refers to the [[IV.K. Investment Management|Investment Management]] policy, which is now IV.J.
}}

==I.B.14. MEMBER HIRING COMMITTEE (HiCom)==

'''General description:'''

The Member Hiring Committee (HiCom) shall be a committee of BSC members. HiCom shall act as the hiring body for BSC member positions. HiCom is responsible for assisting with advertising/recruitment, evaluating, interviewing, and hiring qualified applicants for BSC member positions.
'''
Committee composition:'''

The Member Hiring Committee shall consist of the HiCom Chair, the Direct Supervisor of the position being hired, and members that have attended a BSC Hiring Committee training session. Central Level Member, Regular, Part-Time or Temporary Employees and nonmember employees may serve on the Member Hiring Committee.

:1. The Member Hiring Committee (HiCom) shall consist of five to seven members each term. HiCom members shall be selected by the HiCom Chair and Executive Director.
:2. HiCom members will be invited by the HiCom Chair to each hiring session. Quorum for all hiring sessions shall be three voting members, including the Chair and the Direct Supervisor.
:3. Committee decisions shall be made by majority vote.
:4. Members of the Hiring Committee shall be compensated at the workshift rate up to 30 hours per semester.

'''Committee responsibilities:'''

:1. Hire a new HiCom Chair when the position is vacated.
:2. Assist the HiCom Chair with advertising and recruitment activities to help recruit the most qualified and diverse applicant pool.
:3. Evaluate, interview and hire qualified applicants for all BSC member positions of 10 hour/week or more.
:4. Convene at least half an hour before interviews to familiarize themselves with:
::(a) the job description,
::(b) questions to be asked of interviewees,
::(c) interviewees’ applications, and
::(d) evaluation criteria

'''Hiring Committee Chair (Hicom Chair) responsibilities:'''
# Chair all meetings of the Member Hiring Committee.
# Help organize HiCom members in regards to advertising, recruitment activities to help recruit the most qualified and diverse applicant pool, interviews, councils, etc.
# Evaluate, interview and hire qualified applicants for all BSC member positions of 10 hour/week or more.
# The HiCom Chair coordinates and facilitates all hirings and conducts training every semester for HiCom members.
# Oversee organizational recruitment and hiring digital communications.

'''Committee member responsibilities:'''

:1. Members must help create and post advertisements, visit councils/dinners, host info sessions, and perform other recruitment activities for member employees.
:2. Members must disclose all conflicts of interest to the chair before interviews begin.
:3. Members must not discuss interviews and/or deliberations outside that specific hiring.
:4. Members must make all attempts to be consistent and impartial throughout the hiring process.
:5. Members must be professional during interviews and deliberations.

''[Updated 1/27/22]''

==I.B.15. PERSONNEL APPEALS COMMITTEE==

'''General Description:'''

The Personnel Appeals Committee shall be a committee of the Board of Directors. The Personnel Appeals Committee shall be the hearing body for the following types of grievances and appeals:

:1. all grievances from any employee (excluding student executives) concerning rates of pay, classification of positions, hours of work, and other conditions of employment (Section VII of the Personnel Code; Section 22 of the Employee Association contract);
:2. appeals of discipline and dismissal decisions for member employees (Section VII of the Personnel Code); and
:3. appeals of unit-level VOC results (Section III.A.4 of the Policy Manual).

In the case of appeals (b. and c. above), the employee shall have 10 working days following receipt of the decision to submit an appeal to the President.

Upon notification by the President, the Personnel Appeals Committee Chair shall have 10 working days to convene the Committee. A majority of the Committee shall be required to make any decision. The vote of the Committee shall be confidential. Decisions of the Committee cannot be further appealed.

'''Composition:'''

The VPIA is the chair of Personnel Appeals Committee. If the VPIA is unable to fulfill this role, the President shall act in their stead. Voting members of the committee will include the Chair, one member appointed by the Employee Association (EA), as well as 3 current Directors selected no later than the second board meeting of the semester, with up to 2 alternates to be chosen at the same time.
Committee responsibilities:

:1. Convene as needed to address employee grievances and appeals as required by the President and Vice President of Internal Affairs.
::a. Personnel Appeals Committee shall meet in closed session. Testimony shall be confidential, but the following people shall have the right to be present during the giving of testimony and respond to the testimony given: the employee bringing forward the grievance or appeal, the Direct Supervisor and the Executive Director.
:2. Ensure that the BSC has correctly applied personnel policies as described in the Personnel Code, the Employee Handbook, the EA contract, and all applicable state and federal law.
:3. Provide remedies to grievances as they arise related to conditions of employment as noted above.

'''Committee member responsibilities:'''

:1. Ensure confidentiality in all matters discussed throughout committee proceeding.
:2. Be available as needed for deliberations.
:3. If unable to meet the specific requirements outlined above, contact the next available alternate from the board approved list and inform them of their need to serve on Personnel Appeals.

==I.B.16. FOOD REIMBURSEMENT AT OFFICIAL BSC MEETINGS==

:1. The BSC President must approve the purchase of food for any official BSC meeting.
:2. Food can only be bought for participants of meetings that may go three hours or longer.
:3. An official BSC meeting is defined as Board, committees of board, special committees, and regular central level manager meetings such as Council of House Presidents. (Policy does not apply to trainings, orientations or events.)

==I.B.17. INTRABOARD CONFLICT SUPPORT COMMITTEE==

'''General Description:'''

The Intraboard Conflict Support Committee shall be a committee of the Board of Directors. The Intraboard Conflict Support Committee will be the body that addresses conflict and prevents harm exacerbation, acting as an (optional) internal confidential resource to Board Directors. Board Directors are notified of the Committee in their training. Board Directors can send requests to assemble the committee to the Chair or alternate Chair.

'''Composition:'''

The body will consist of one Executive Board Director and a pool of non-Executive Board Directors (at least four during the Academic Year and at least two during the Summer). The Executive will chair the Committee by default. The Intraboard Conflict Support Committee shall name an alternate Chair upon their first meeting. The Intraboard Conflict Support Committee shall be confirmed by the Board by the first Board meeting of the Semester.
The President will serve as the Chair and Executive Members of Cabinet will serve as the members of the Intraboard Conflict Support Committee until the first Board meeting of the Academic Year. The President will ensure adequate onboarding of Committee members.

'''Specific Responsibilities of Committee Members:'''

# Utilize a toolkit of internal and external conflict resolution resources to strategically address disagreement, conflict, and/or harm healthily.
# Share the nature of existing relationships to leverage and mindmeld around best ways to broach conflict between two Board Directors or groups of Board of Directors.
# Do intentional relationship building with other Board Directors.
# Recuse themselves completely from the conflict support process if they are directly involved and/or named as a harm doer in a request to assemble the Committee.
# Conduct self and/or group study regularly on topics relating to transformative justice, restorative justice, conflict support, healing justice, etc.
# Popularize conflict support mechanisms and values of transformative justice to the Board of Directors.

'''Specific Responsibilities of the Chair:'''

# Notify Board Directors of scope and purpose of Committee upon assuming role as Chair.
# Create an accessible form for Board Directors to make requests to assemble the Committee.
# Ensure Committee members have baseline education around conflict support resources.
# Facilitate meetings that encourage collaborative and solution-oriented thinking.
# Document action items from meetings and conduct individual check-ins on follow through of said action items.
# Maintain tight-knit communication and relationships with members of the Committee.

==I.B.18. COOPERATIVE EXPERIENCE RESTRUCTURING COMMITTEE (CExRC)==

The Cooperative Experience Restructuring Committee (CExRC) is hereby commissioned with the following charge:

'''Composition:'''
The composition shall be: President; VPs of Experience & Training, Internal Affairs, and External Affairs; 1-2 members-at-large members currently or previously in unit-level manager or central-level member staff positions connected to the staffing structure of CEx; Executive Director.

'''Responsibilities:'''
# The committee’s goal is to assess and propose restructuring of the Cooperative Experience department in order to meet the needs and desires of members and properly supporting managers and staff in meeting these organizational goals.
# The committee shall consider ideas put forth by the authors of the [https://docs.google.com/document/d/1w_zBWKXbDBZvI4NaBMMOgKAGz_WaeHXReNU6_Mwj0h8/edit#| Cooperative Experience Re-Envisioning Proposal], its directives to the Summer Committee, and other resources listed below.
# The committee shall present and potentially propose changes to the Board by the end of Spring 2022 with respect to the department structure, division of duties, and vision for collaboration. The committee shall send a report at the middle of each semester to the Board. It should also be renewed for continued work for as long as is necessary.
# Some of the areas and/or projects include but are not limited to the following:
::* The BSC’s mechanisms, structures, and strategies for preventing and addressing conflict (e.g., restorative justice, healing resources, anti-oppression education, Conduct, and more)
::* The need to delineate responsibilities for different staff members (professional and member), with respect to big organizational-wide events and projects like Manager Training and New Member Orientation. The Member Resources team (Member Resources Supervisor and Assistant, Social Manager Coordinator, and Health Education and Worker Coordinators) should all be consulted.

[''Board approved 5-6-21'']
[[Category:Policy|Committees]] [[Category:Board Policy|Committees]] [[Category: Section I - Governing Structures]]

VII. APPEALS AND GRIEVANCE PROCEDURES

2022-01-27T21:59:40Z

Zoewan: /* Updated gender neutral pronouns as per board approval at board #5 (12.9.21) Pg 5 */

A. WAGES, WORKING CONDITIONS 
Grievances concerning rates of pay, classification of positions, hours of work, and other conditions of employment as well as disciplinary action may be appealed to the Personnel Appeals Committee. Any employee has the right to make an appeal without prejudicing their employment.

B. GRIEVANCE PROCEDURES 

:1. Any worker at the house or Central Level who feels they have been treated in violation of BSC policies may present a complaint to their supervisor, the Executive Director, the Operations Manager, or the Fair Employment Practices Administrator. It shall be the responsibility of the complainant to present evidence supporting the grievance.
::a. The person who receives such a complaint shall investigate the complaint and take such action as s/he deems necessary within ten working days of receipt of the complaint.
::b. All such complaints shall be reported to the chair of Personnel Appeals Committee and the Fair Employment Practices Administrator (and to the supervisor and/or Executive Director, if appropriate), along with a report of any action taken. The Member Advocate shall also receive notice of any complaint involving a BSC member at the time it is made.
::c. The person making the complaint may request that it be kept confidential, and will receive notice of the investigation and action taken within ten working days.

:2. In no case shall a person be dismissed in order to reinstate or hire another person who was improperly dismissed.
:3. Any worker with a grievance may have the Member Advocate, another BSC member, or another staff person appear with her/him in any step of a grievance procedure.

''[Updated 04/25/13, 04/12/12, 1/27/22]''

VI. DISCIPLINE AND DISMISSALS

2022-01-27T21:58:08Z

Zoewan: /* Updated gender-neutral pronouns as per board approval at board #5 (12.9.21) Pg 5 */

A. DISCIPLINE 
# Disciplinary action may be taken by the Managers or Direct Supervisor for reasons that include, but are not limited to, inattention to duty, inefficiency, insubordination, unapproved absences, violation of law or BSC rules, or action detrimental to the BSC. Disciplinary action may take the following forms: warning, making up lost time, or dismissal).
# For disciplinary purposes, the Direct Supervisor shall have the authority to suspend or temporarily alter the job duties or classification of any employee for no longer than two weeks.

B. PROBATIONARY PERIOD 
# Member employees shall have a probationary period of ten weeks. During such period, the employee may be discharged without recourse to the grievance procedure. The Direct Supervisor or Manager shall have the authority to dismiss the employee and must submit a written report that outlines reasons for dismissal. The report shall be placed in the member employee’s personnel record.

C. DISMISSAL OF CENTRAL LEVEL MEMBER EMPLOYEES 
# As a matter of policy the Board of Directors recognizes that there are two general components which must be considered in evaluating personnel: efficiency and competency in the performance of the job.
# A central level member employee may be dismissed by the BSC if their efficiency and competency in the performance of their duties is unsatisfactory. After making every reasonable effort to reconcile the difficulty with the employee, the Direct Supervisor may issue a written warning to an employee. The warning shall detail those aspects of job performance that are deemed unsatisfactory. The Executive Director shall receive a copy of the warning letter.
#:a. After discussing the warning with the Direct Supervisor, the employee may appeal the warning to the Executive Director. The appeal may be based on either or both of the following grounds:
#::i. The facts as stated in the warning are false.
#::ii. The charges as stated in the warning are not sufficiently important to warrant dismissal.
#::If the Executive Director upholds the warning letter, the employee may appeal to the Personnel Appeals Committee by contacting the President within 10 working days.
#:b. If the warning is upheld and if, in the judgment of the Direct Supervisor originally issuing the warning, job performance problems as cited in the original warning have not been corrected, the employee shall be dismissed.

D. DISMISSAL OF TEMPORARY AND WORKSHIFT EMPLOYEES
# In cases of misconduct or failure to maintain appropriate work performance standards, the Direct Supervisor shall, after making every reasonable effort to reconcile the difficulty with the employee, recommend to the Executive Director that the employee be dismissed.
# The employee shall be informed of the recommendation and the reasons for the recommendation.
# The employee may appeal the Executive Director’s decision to the Personnel Appeals Committee.

''[Updated 04/25/13, 04/12/12, 1/27/22]''

II. PAY AND HOURS OF SERVICE

2022-01-27T21:48:55Z

Zoewan: /* Updated gender-friendly pronouns as per board approval at board #5 (12.9.21) Pg 5 */

A. CENTRAL LEVEL MEMBER EMPLOYEES 
The Human Resources Committee with the approval of the Board of Directors shall set all stipend and wage rates for Central Level Member employees. Member Employees who are working more than five hours per week shall be compensated for their time, not their skill.
:: 1. Persons in these positions who do not live in a room and board house shall be given the cash equivalent of room and board and the cash equivalent of workshift hours over their workshift requirement, less rent owed. All compensation for Central Level workshifts are paid within the semester.

B. A member shall not be compensated if that member has outstanding debts incurred as a result of failure to pay outstanding debts owed to the BSC. Exceptions may be made by the Executive Director under circumstances deemed appropriate.

C. WORKSHIFT RATE 
The Workshift Rate will be determined by the Board of Directors.

D. NOTICE OF HOURS OWED BY MEMBER EMPLOYEES 
At the beginning of each semester each Member Employee must be given a notice of hours owed and their compensation.

E. MADE UP HOURS
Direct supervisors may require hours to be made up if the employee has not worked the minimum number of hours for which the position is compensated. The Direct Supervisor may adjust compensation if on-call workers are hired or work is incomplete. The decision of a Manager the Direct Supervisor may be appealed to Personnel Appeals Committee.

F. MEMBER-POSITION ELIGIBILITY FOR MULTIPLE POSITIONS
A member may have multiple positions if they only work 20 hours a week or less in total across the multiple positions, they are able to manage the multiple workloads. It makes logistical sense for them to assume the additional position, there are no other qualified applicants, and approval is obtained from the committee composed of the VPIA, HiCom Chair, and the Operations Manager.

G. MEMBER EMPLOYEE ELIGIBILITY REQUIREMENTS (Passed 12/11/08) 
Individuals must meet Administrative Code Section IA guidelines in order to hold a room-and-board compensated employee position within the BSC in order to allow students to have the opportunity to hold compensated positions that give them greater opportunity for affordability.

''[Updated 04/25/13, 04/12/12, 1/27/22]''

I. DEFINITIONS AND CLASSIFICATIONS OF POSITIONS

2022-01-27T21:47:53Z

Zoewan: /* Updated gender-friendly pronouns as per board approval at board #5 (12.9.21) Pg 5 */

A. CENTRAL LEVEL MEMBER EMPLOYEE
: i. A BSC member employed by the BSC who is compensated in other than a wage form (i.e. workshift or Room and Board), with the exception of the President and Vice Presidents, and other positions designated by the Board of Directors.
: ii. Hourly employee – An employee expected to work a specific number of hours per week, regardless of the tasks performed.
: iii. Stipend employee – An employee expected to perform specific tasks, regardless of the number of hours involved.
: iv. Workshift Employee – A member who performs all or part of their workshift obligation in a position performed at the Central Level.

B. HOUSE LEVEL EMPLOYEES
A BSC member elected or hired by a house who is compensated in other than a wage form (i.e. workshift or room and board).

C. MANAGERS AND SUPERVISORS
: i. Managers as used in the Personnel Code shall refer to the Executive Director and Operations Manager and /or their designee(s).
: ii. Direct Supervisor – An employee responsible for the supervision of other employees in their department.

D. PERSONNEL APPEALS COMMITTEE
The primary body that hears personnel appeals and interprets the personnel code.

E. MEMBER HIRING COMMITTEE
The body that handles BSC Member Hiring.

''[Updated 04/25/13, 04/12/12, 1/27/22]''

III. HIRING

2022-01-27T21:45:11Z

Zoewan: /* Updated C.1&2 as per board approval at board #5 (12.9.21) Pg 5 */

A. RECRUITMENT PROCEDURES 

:1. All Central Level Member positions shall be advertised and posted on the Member Hiring Committee website and by other digital means, and paper copies shall be distributed to the houses for posting.
::a. During the second half of the semester, the Hiring Committee Chair will contact all members who hold Central Level positions and elucidate which positions will be vacant. Unfilled positions will be re-advertised and hired for at the end of the current semester or the beginning of the following semester.
:2. All announcements and advertisements shall contain the statement, “The BSC is an Equal Opportunity Employer.”

B. APPLICATIONS 
:1. All applications for positions shall be kept for two years for persons not hired. Applications of persons employed shall be kept for five years after their departure from the BSC.
:2. Applications shall be kept confidential, and shall be available only to those persons entitled to participate in the hiring for the position which the application is submitted for.
:3. Applications shall not solicit information that discriminates against protected classes as defined by the BSC, state, and federal laws.
:4. The BSC is an equal opportunity employer. Each application shall have a separate optional information page for the purpose of self-identification of those who wish to be considered under equal opportunity policies. This information shall only be disclosed when consensus cannot be reached by the Member Hiring Committee in choosing among equally qualified applicants. The information page shall not be made available to Hiring Committee members. This information will also be used for statistical purposes and to evaluate the effectiveness of recruitment programs.
:5. No late applications will be accepted.
:6. Lost or late applications shall not be the responsibility of the BSC or any of its agents.

C. EQUAL OPPORTUNITY IN HIRING 
:1. All persons responsible for hiring, including members of the Member Hiring Committee shall be familiar with local, state, and federal equal opportunity employment laws as well as organizational Anti-oppression Policy, Anti-Discrimination Policy, and Affirmative Action Policy upon starting their respective jobs.
:2. Reasonable accommodation shall be made through job modifications to allow a member with disabilities to perform a job, including job-sharing proposals.

D. HIRING CENTRAL LEVEL MEMBER EMPLOYEES 
:1. It shall be the responsibility of the Executive Director in conjunction with the hiring supervisor to publicize a description and summary of qualifications for the position, and undertake appropriate advertising.
:2. The Hiring Committee Chair in conjunction with the Executive Director and/or Direct Supervisor shall review written applications to decide whom to interview from among the qualified applicants, and they shall also formulate interview questions.
:3. There shall be a two step reporting procedure for Member Hiring Committee decisions:
::a. A decision shall be made and recorded on the applications of persons interviewed by the Member Hiring Committee.
::b. The Member Hiring Committee shall be asked to name an alternate. The alternate’s status shall be noted on their application. The Committee may decline to name an alternate.

E. HIRING OF CENTRAL LEVEL MEMBER POSITIONS OF 10 HOURS OR LESS 
: 1. For all member positions at 10 hours/week or less that are not part of the workshift pool process, hirings will work as follows:
::a. The supervisor will select based upon applications and, as necessary, interviews (whether by phone or in-person).
::b. They will submit to the Hiring Committee Chair a brief statement about why they selected that particular candidate over the others.
::c. HiCom Chair will have until the end of the next business day to discuss with the supervisor, and/or - as necessary - veto the decision, triggering a normal hiring process.

F. TEMPORARY MEMBER EMPLOYEES 
:1. It shall be the responsibility of the Executive Director, in conjunction with the Direct Supervisor to publicize a description and summary of qualifications for the position, and to undertake appropriate recruitment.
:2. The Executive Director in conjunction with the Direct Supervisor shall review written applications, select interviewee(s) from among the qualified applicants, and make a final selection from among those interviewed.

G. ON-CALL EMPLOYEES
The Human Resources Manager or designee shall maintain a list of on-call employees.

''[Updated 04/25/13, 04/26/12, 1/27/22]''

II. PAY AND HOURS OF SERVICE

2022-01-27T21:37:20Z

Zoewan: /* Updated 2.F. per board approval at board #5 (12-9-21) Pg 5 */

A. CENTRAL LEVEL MEMBER EMPLOYEES 
The Human Resources Committee with the approval of the Board of Directors shall set all stipend and wage rates for Central Level Member employees. Member Employees who are working more than five hours per week shall be compensated for their time, not their skill.
:: 1. Persons in these positions who do not live in a room and board house shall be given the cash equivalent of room and board and the cash equivalent of workshift hours over their workshift requirement, less rent owed. All compensation for Central Level workshifts are paid within the semester.

B. A member shall not be compensated if that member has outstanding debts incurred as a result of failure to pay outstanding debts owed to the BSC. Exceptions may be made by the Executive Director under circumstances deemed appropriate.

C. WORKSHIFT RATE 
The Workshift Rate will be determined by the Board of Directors.

D. NOTICE OF HOURS OWED BY MEMBER EMPLOYEES 
At the beginning of each semester each Member Employee must be given a notice of hours owed and his/her compensation.

E. MADE UP HOURS
Direct supervisors may require hours to be made up if the employee has not worked the minimum number of hours for which the position is compensated. The Direct Supervisor may adjust compensation if on-call workers are hired or work is incomplete. The decision of a Manager the Direct Supervisor may be appealed to Personnel Appeals Committee.

F. MEMBER-POSITION ELIGIBILITY FOR MULTIPLE POSITIONS
A member may have multiple positions if they only work 20 hours a week or less in total across the multiple positions, they are able to manage the multiple workloads. It makes logistical sense for them to assume the additional position, there are no other qualified applicants, and approval is obtained from the committee composed of the VPIA, HiCom Chair, and the Operations Manager.

G. MEMBER EMPLOYEE ELIGIBILITY REQUIREMENTS (Passed 12/11/08) 
Individuals must meet Administrative Code Section IA guidelines in order to hold a room-and-board compensated employee position within the BSC in order to allow students to have the opportunity to hold compensated positions that give them greater opportunity for affordability.

''[Updated 04/25/13, 04/12/12, 1/27/22]''

Non-Perishables Coordinator

2022-01-26T00:52:01Z

Zoewan: /* the job description for Non-Perishables Coord. was not linked; Added the current job description */

XVIII: Appeals

2022-01-22T00:59:51Z

Zoewan: /* Added C.e. as per board approval at board #2 (10.22.20) pg 7 */

A. The policy in this section applies to decisions that were made by the AdHoc Committee, the Conduct Committee (ConCom), the Clear and Present Danger Committee, the Central Level PNG Review Committee, or by staff with regard to BSC member conduct related matters.

B. If the decision was made with regard to the AdCode (Section II of the Policy Directory) then the Chair shall be the Administrative Committee Chair, the Manager shall be the Operations Manager, the Advisor shall be the Administrative Member Advisor, and the Student Executive shall be the Vice President of Internal Affairs. If the decision was made with regard to the Conduct Code (Section VII of the Policy Directory) then the Chair shall be the Conduct Committee Chair that was not a part of the initial decision, the staff member shall be the Conduct Hearing Coordinator, the Advisor shall be the Conduct Member Advisor who was not part of the initial conduct decision, and the representative from the initial conduct decision shall be the Conduct Committee Chair (if applicable).

C. The Appeals Committee for a conduct-related issue shall consist of:
:a. The Advisor not participating in the initial conduct decision
:b. The Chair of the initial Conduct Hearing
:c. The other Conduct Committee Chair
:d. The Cooperative Experience Manager
:e. The Vice President of Experience and Training (VPET) or another Board Director of their choice (a non-voting member)

D. The Appeals Committee for an administrative-related issue shall consist of:
:a The Advisor (a non-voting member)
:b The Chair (a non-voting member)
:c The Student Executive
:d Operations Manager (a non-voting member)
:e Two Board Directors (board will elect and maintain a pool of at least five board directors to serve in this capacity at the start of each semester; Cabinet/SumCom members may serve until then)

E. The Appeals Committee will first ensure that all appeals conform to II.XVIII.H before proceeding with adjudication.

F. The member who initially brought the case, the respondent, or the Chair. The Chair shall inform the member of their rights to appeal.

G. All appeals must be filed no later than five (5) business days after the date the appellant was notified of the decision.

H. The appellant must submit a document outlining the reasons for their appeal and the decision that they wish the Appeals Committee to take. The Chair of the Appeals Committee shall appoint someone to represent the decision that the Enforcement Committee made and submit a report summarizing the case and the Enforcement Committee’s reasoning.

I. Appeals may be made for the following reasons:
:a. New evidence that could not be presented at the time of the original meeting.
:b. Procedural error that unfairly and materially affected the outcome of the case.
:c. Gross misapplication of policy by the original body.

J. The Chair of the Appeals Committee shall designate a specific amount of time for opening statements, questions, closing statements, and deliberation. The time allotted to both parties must be the same.

K. All decisions made by the Appeals Committee are final and cannot be appealed.

L. The Chair rendering the initial decision must swiftly notify members of their right to appeal, the deadline to file, and the process to initiate.

M. If there is a conflict of interest that would preclude a staff person or student leader from serving on the Appeals Committee, or one of the stated members is not available to participate, the President, Operations Manager, Executive Director or Cooperative Experience Manager may designate an appropriate alternate taking into consideration the intended make-up of the committee.

N. The Administrative Appeals Committee must be trained in the Administrative Code, procedure, mock cases, and anti-oppression.

['''Updated 05/07/20''']
[[Category:Policy]] [[Category:Section II - Administrative Code]]

VII.F. BSC Grievance Procedure

2022-01-22T00:51:47Z

Zoewan: /* Updated 3c as per board approval at Board #2 (10.22.20) page 7 */

== '''Definitions''' ==

;Enforcement Committee: The Enforcement Committee shall refer to the investigating committee, which may either be the Conduct Committee or the Cabinet. For harassment cases, the enforcement committee will be the Conduct Hearing Coordinator, Conduct Member Advisor and the Conduct Chair.

;Enforcement Committee Chair: The Enforcement Committee Chair is either the Concom Chair or President, depending on the Enforcement Committee.

;Hearing Officer: The hearing officer, will perform a preliminary assessment of the conduct complaint, which shall include consulting with the complainant if additional information is needed. The hearing officer is the Conduct Hearing Coordinator or a designee of the Executive Director.

;Harassment:
:For the purposes of this policy, harassment will refer to both sexual harassment and other instances of harassment.
::A. Unit-level officials are responsible reporters in cases of harassment, sexual misconduct, assault, and other threatening or dangerous behavior that threatens community safety. Unit level officials must forward any and all reports of these incidents to central-level staff.
::B. The BSC will handle all complaints discreetly and will maintain confidentiality to the greatest extent appropriate to the investigation.

;Tier 1: Unit Level Conduct Resolution: This tier of the conduct process is focused on small, manageable conflicts within a unit. The goal of unit level mediation is to empower the units to handle conflicts before they create discomfort in the community. This form of resolution is NOT meant for major conduct policy violations.
;Tier 2: General Conduct Violation Process: This tier of the conduct process is focused on conduct policy violations. The goal of this process is to resolve conduct violations at the central level.
;Tier 3: Conduct Violation Process for Harassment, Sexual Harassment, Discrimination, Physical Assault and Distribution: This tier of the conduct process focuses on only the violations mentioned above. These complaints will take priority over other cases due to the severity of the conduct policy violations.

=='''Introduction to the BSC Conduct Process'''==

:The BSC endeavors to resolve member conduct issues in a manner that respects both the rights of the member(s) alleged to have violated policy and the member(s) who was harmed by the conduct violation. For conflicts that are not clear violations of conduct policy, members should follow the Tier I unit-level conduct resolution steps outlined in this policy. For conduct violations, there are two defined grievance processes: a process for general conduct violations, and a specialized process for any instance involving harassment, sexual misconduct, physical assault or distribution.

=='''Unit Level Conduct Resolution'''==
Units are encouraged to mediate smaller conflicts between members to prevent more serious future policy violations. If a member violates BSC policy, conduct complaints should be reported through the BSC Conduct Complaint Form. If a member is a possible threat to themselves or others, the Conduct Hearing Coordinator, the Executive Director, and/or the Member Resource Supervisor must be informed within 24 hours.
:1. Members are encouraged to talk to the member they believe is engaging in problematic behavior about the conflict. The Conduct Hearing Coordinator can provide resources such as a mediation chart, assistance from a BSC Restorative Justice Practitioner, and/or outside mediators. Members are encouraged to reach out to their house presidents and managers for support. Both these managers have been trained in mediation.
:2. If the conflict continues, managers may issue warnings to members causing conflict. Warnings must be documented by email. Managers are also encouraged to speak to members about the warning.
:3. If a member continues to cause conflict, managers can issue a required workshift fine, a required housemate/roommate agreement form, or another required engagement that will appropriately address the conflict.
:4. If the conflict continues despite these attempts to resolve the issue at the unit-level, a formal complaint must be submitted through the BSC Conduct Complaint Form.

=='''General Conduct Violation Process'''==
:1. Collection of Complainant Report(s): A report of the complainant’s concern(s) is submitted through the BSC Conduct Complaint Form. submitted through the BSC Conduct Complaint Form. The complainant is notified through the form of their rights in the process and encouraged to utilize the Conduct Member Advisor as a resource.
:2. Pre-Hearing: If the hearing officer deems the complaint to be substantive, a pre-hearing meeting will be conducted, where the respondent will meet with staff to review the allegations and will get a chance to take responsibility for the violations and resolve the concern. If the staff member involved and the respondent agree upon a conditional contract addressing the concerns, the case does not need to proceed to an enforcement committee.
:3. Enforcement Committee Hearing: If the respondent does not accept responsibility for the violation and agree to the assigned sanctions in the pre-hearing or the complaint is significant enough to warrant potential termination of contract, the case will move on to an Enforcement Committee hearing where the case outcome will be decided by a body of current BSC members.

:;1. Collection of Complainant Report(s): The BSC encourages members to report instances of conduct violations in order to promote a cooperative living environment. In order for the BSC to respond efficiently, the following information will be collected from the complainant:
::a. Required Information
:::i. Name of the complainant;
:::ii. Who is named as having engaged in the inappropriate conduct;
:::iii. What specific behavior or comments occurred;
:::iv. Where did it occur;
:::v. When did it occur;
:::vi. What was the response at the time, if any;
:::vii. Names of the witnesses, if any, and
:::viii. Whether this incident of inappropriate conduct is part of a pattern of behavior and, if so, the same information regarding previous incidents.
::b. The Complaint Intake Process
:::i. The Conduct Hearing Coordinator or a designee of the Executive Director, as appropriate, is responsible for ensuring that the above information is submitted through the BSC Conduct Complaint Form. The complaint form will notify the complainant of their rights in the conduct process, including that:
::::a. The Conduct Member Advisor is available to assist them in navigating the process and collecting witness statements
::::b. The complainant may recommend sanctions for the respondent that the Conduct Committee will consider.
:::ii. The Conduct Hearing Coordinator or designee of the Executive Director will follow up with the complainant in a timely manner to confirm receipt of the complaint and inform them of the next steps in the process.
:::iii. Staff also should ask whether the complainant would be willing to participate in a restorative conference or circle.
:::iv. The complainant’s submitted statement will then be reviewed by the hearing officer.
:::v. Any individuals with potential conflicts of interest will be excused from the decision-making process, and the Executive Director will designate a replacement(s).
:::vi. The Conduct Hearing Coordinator or a designee of the Executive Director will determine if the case should move on to the conduct process or be dismissed.
:::vii. Following the filing of the initial complaint, the Conduct Member Advisor will aid the complainant and respondent in understanding their right to provide testimony, and in collecting witness statements for the hearing(s). Any updates for complainants involved will be communicated by the hearing officer or Conduct Member Advisor.

:;2. Pre-Hearing Meeting with Respondent:
::a. The hearing officer will schedule a pre-hearing meeting with the respondent, where they will privately inform the respondent of the complaint, review their rights in the conduct process, review the alleged policy violations/charges involved in the case, and give the respondent the opportunity to respond to the allegations.
::b. The respondent will be notified of this meeting and the charges/ alleged policy violations at least 72 hours in advance. The respondent will be notified by email and then reminded by phone/text if they have not responded to the initial email. If they do not attend, the case will automatically be sent to the Enforcement Committee for review.
::c. If the respondent requests it, the complainant’s testimony can be provided to them at the pre-hearing meeting.
::d. The respondent will be notified of their rights in the process along with their rights to appeal
::e. If in the pre-hearing meeting the respondent BOTH chooses to take responsibility for violating all policies involved in the case AND the hearing officer does not believe a termination of contract should be applied, THEN the respondent can choose between the following two options for case resolution:
:::i. Conditional Contract: The hearing officer and respondent decide on several conditions and/or sanctions that the respondent must complete to successfully resolve the concern. The respondent will sign the agreement at the close of the meeting.
:::ii. Conditional Contract & Restorative Conference: Along with the respondent signing a conditional contract, the respondent may contact the Conduct Hearing Coordinator to schedule a restorative conference or circle. A BSC Restorative Justice Practitioner will facilitate this restorative process.
::f. If the two conditions above are not met, then the case will move on to the Enforcement Committee for review. The respondent will be notified that they have the right to attend this hearing and provide their testimony in person and given a timeline of when the hearing will take place.
::g. At the close of the hearing the hearing officer will inform the respondent that any retaliation against a supposed complainant, witness, or member of an enforcement committee violates the BSC whistle-blower policy and is a termination worthy offense.

:;3. The Enforcement Committee Hearing:
::a. Following the pre-hearing, the Conduct Member Advisor will contact the respondent to assist in collecting witness statements. Only the statements of witnesses to the incident(s) involved in the case will be considered. The Conduct Committee can decide whether to exclude a witness statement from the hearing if it is too long or not relevant to the case.
::b. The respondent will be notified of the Enforcement Committee meeting and the charges/ alleged policy violations 72 hours in advance of the hearing. If they do not attend, a decision on the case will be made in their absence.
::c. Only members of the Enforcement Committee (including the Chair, Administrative Assistant, and staff advisors), the Vice President of Experience and Training (VPET) or another Board Director of the VPET's choice, the Conduct Member Advisor, and the respondent may attend the hearing.
::d. The entire Enforcement Committee proceeding shall be held in executive session.
::e. Before the respondent is let into to the room, the Conduct Committee Chair will present some basic details of the case to the committee, including the alleged policy violations. The Conduct Committee will:
:::i. Read the complainant’s report and witness statements
:::ii. Disclose potential conflicts of interest. The Conduct Committee member who believes they may have a conflict of interest should discuss the circumstances privately with the Conduct Committee Chair. Collectively, they will decide if the Conduct Committee member should participate in the hearing.
:::iii. The Enforcement Committee should vote on whether the respondent is responsible or not responsible for violating each individual policy in the case. Then the committee should assign relevant educational or punitive sanctions.
:::iv. The Enforcement Committee may only take action on allegations specified in the report using only the evidence presented at the hearing.
:::v. The Conduct Hearing Coordinator or other professional staff advisor to the Enforcement Committee should inform the committee if they believe the decision made is problematic based on risk or past precedent. If this is the case, the Committee must review the materials again and vote for a second time on the outcome of the case. After this second vote, if the Conduct Hearing Coordinator/staff advisor or Enforcement Committee Chair still feel the decision is not appropriate, they may announce that they will refer the decision to the Termination Appeals Body for review. In such circumstances, the Enforcement Committee decision is not official until approved by the Terminations Appeal Body.
::f. The Enforcement Committee Chair shall notify the respondent and complainant of the outcome of the case in writing within 48 hours of the hearing. The respondent’s notification should include information on the appeals process.
::g. The Conduct Hearing Coordinator/staff advisor, or their their designee, is charged with ensuring that the committee’s decision is implemented. If appropriate, this may include notifying unit-level management of the hearing’s outcome.
::h. The Conduct Member Advisor will follow-up with the respondent to ensure they understand the decision and their rights to appeal.  The Conduct Member Advisor will also follow up with the complainant to check in and process the outcome with them.

=='''Conduct Process Involving Harassment, Sexual Harassment, and Sexual Violence, Discrimination, Physical Assault, and Distribution'''==
To produce a process that respects the privacy and rights of the complainant, the general format of a harassment, sexual misconduct, physical assault or distribution conduct case differs from the general conduct process. In the event that there are multiple alleged conduct violations and at least one of them involves harassment, sexual misconduct, physical assault or distribution, the Tier III conduct adjudication process shall be used. The overview of the conduct process for such cases is as follows:
;Overview of Tier III conduct process
:1. Complainant Submission: The complainant/unit-level manager must submit a complaint through the BSC Conduct Complaint Form. The complainant is notified of their rights in the process and encouraged to utilize the Conduct Member Advisor as a resource.
:2. Respondent Interview: If hearing officer deems the complaint to be substantive, a thorough investigation is defined and an interview or meeting will be conducted, where the respondent will meet with staff the Enforcement Committee to review the allegations and be briefed about their rights in the process, provide their verbal testimony, and will get a chance to take responsibility for the violations which will be recorded,.and will be encouraged to utilize the Conduct Member Advisor as a resource.
::A. If the respondent takes full responsibility for the allegations brought against them, the respondent will leave the hearing and the Enforcement Committee will go into deliberation of sanctions.
::B. If the respondent does not take responsibility for all the allegations brought against them, the Enforcement Committee will give the respondent a deadline to provide any evidence or witness statements that support their response. The Enforcement Committee will then reconvene after the deadline and review all the material provided and vote on a decision.

;1. Collection of Complainant Report(s)
:a. The BSC encourages members to report instances of conduct violations in order to promote a cooperative living environment.
:b. Unit-level officials and other responsible employees are responsible reporters in cases of harassment, sexual misconduct, physical assault, and/or distribution and must forward any and all reports of such conduct to the appropriate central-level staff.
:c. In order for the BSC to respond efficiently, the following information will be collected from the complainant:
::i. Name of the complainant;
::ii. Who is named as having engaged in the inappropriate conduct;
::iii. What specific behavior or comments occurred;
::iv. Where did it occur;
::v. When did it occur;
::vi. What was the response at the time, if any;
::vii. Names of the witnesses, if any, and
::viii. Whether this incident of inappropriate conduct is part of a pattern of behavior and, if so, the same information regarding previous incidents.
::ix. Any recommended sanctions for the respondent that the Conduct Committee will consider.
::x. Whether or not the complainant would be willing to participate in an early resolution and suggestions on what they believe would suffice for early resolution.
:d. Early resolution includes options such as discussions with the parties, making recommendations for resolution, and conducting a follow-up review after a period of time to assure that the resolution has been implemented effectively.
:e. The BSC will handle all complaints discreetly and will maintain confidentiality to the greatest extent appropriate to the investigation. Any case reports or statements involving allegations of harassment or sexual misconduct will have all identifying information removed.
:f. After the complaint is submitted, cases of this nature will take priority over those that do not interfere with the safety of members. The BSC will have 60 days to conduct interviews and an investigation, to send the case to the Enforcement Hearing body, and to render a decision.

;2. The Complaint Intake Process
:a. The Conduct Hearing Coordinator, or a designee of the Executive Director, as appropriate, is responsible for ensuring that the above information is documented in the BSC Conduct Complaint form. The BSC staff member will collect the complainant’s statement, and the complainant will be notified of their rights in the conduct process, including that the Conduct Member Advisor is available to assist them in navigating the process and collecting witness statements.
:b. The Conduct Hearing Coordinator or designee of the Executive Director will follow up with the complainant in a timely manner to confirm receipt of the complaint and inform them of the next steps in the process.
:c. The complainant’s submitted statement will then be given to the central-level supervisor handling the case, hereafter known as the hearing officer. The hearing officer will perform a preliminary assessment of the written conduct complaint, which shall include consulting with the complainant if additional information is needed.
::i. The hearing officer will be the Conduct Hearing Coordinator, or a designee of the Executive Director, as appropriate.
::ii. Any individuals with potential conflicts of interest will be excused from the decision-making process, and the Executive Director will designate a replacement(s).
:d. In consultation with the staff member who processed the initial grievance, the hearing officer will determine if a) the case should move on to the conduct process or b) be dismissed.
:e. Any updates for complainants involved will be communicated by the hearing officer or Conduct Member Advisor.
::i. The complainant in a harassment or assault case may opt to waive the use of the Conduct Member Advisor, or to utilize a trained survivor advocate in their place. In this case, the hearing officer will coordinate communication between the survivor advocate and others involved in the BSC conduct process.
::ii. All complainant witness statements in harassment and sexual harassment/assault cases must be collected and all identifying information must be removed from them by the Conduct Member Advisor before the pre-hearing interview with the respondent. The Conduct Member Advisor should convey an appropriate deadline to the complainant for these witness statements as a result.

;3. Enforcement Committee Interview with Respondent
:a. Enforcement Committee will schedule a hearing meeting with the respondent, where they will privately inform the respondent of the complaint, review their rights in the conduct process, review the alleged policy violations/charges involved in the case, and give the respondent the opportunity to respond to the allegations. The respondent will not have access to the complainant's full written statement. The respondent’s testimony will be collected in this meeting, and questions about their statement will be asked by the hearing officer.
:b. The respondent will be notified of this meeting in advance of the pre-hearing. The respondent will be notified by email and then reminded by phone/text if they have not responded to the initial emails. If they do not attend, the case will automatically be reviewed by the Enforcement Committee without the respondent’s testimony.
:c. The charges and alleged policy violations, date and location of the alleged violations will be provided to the respondent at the interview. The respondent will be given the chance to respond to these materials. The respondent’s testimony and their response to questioning will be recorded and transcribed by the hearing officer or other member of the enforcement committee.
:d. The respondent should be notified when they can expect to be notified of the outcome of the case.
:e. At the close of the hearing, the hearing officer will inform the respondent that any retaliation against a supposed complainant, witness, or member of an enforcement committee violates the BSC whistle-blower policy and is a termination worthy offense.
:f. The hearing officer will inform the respondent that the Conduct Member Advisor will contact the respondent to assist in collecting witness statements. Only the statements of witnesses to the incident(s) involved in the case will be considered.
:g. In harassment, sexual harassment, physical assault, and/or distribution incidents, the will be given a deadline by the Enforcement Committee to procure witness statements and give them to the Conduct Member Advisor.

;4. The Enforcement Committee Hearing
:a. The hearing officer will schedule the enforcement hearing with the Enforcement Committee Chair and the Conduct Member Advisor.
:b. The respondent will be notified of the Enforcement Committee meeting, the charges/ alleged policy violations, and when to expect notification of an outcome. The respondent may not attend the hearing.
:c. Only members of the Enforcement Committee (including the Chair, Conduct Member Advisor, and staff advisors), the Vice President of Experience and Training (VPET) or another Board Director of the VPET's choice, and the Administrative Assistant may attend the hearing. A Trained Survivor Advocate may replace the Conduct Member Advisor if the complainant chooses to do so.
:d. The entire Enforcement Committee proceeding shall be held in executive session.
:e. The hearing is recommended to proceed as follows:
::1. Review of Applicable Policies/ Charges
::2. Review of the Evidentiary Report and additional materials provided by the respondent
::3. Question and Response
::4. Deliberations
:::a) The Enforcement Committee will discuss which policies the respondent is responsible for violating and will determine appropriate sanctions, if applicable.
:::b) The Enforcement Committee should vote on whether the respondent is responsible or not responsible for violating each individual policy in the case. Then the committee should assign relevant educational or punitive sanctions.
:::c) The Enforcement Committee may only take action on allegations specified in the report using only the evidence presented at the hearing.
:::d) The Conduct Hearing Coordinator or other professional staff advisor to the Enforcement Committee should inform the committee if they believe the decision made is problematic based on risk or past precedent. If this is the case, the Committee must review the materials again and vote for a second time on the outcome of the case. After this second vote, if the Conduct Hearing Coordinator/staff advisor or Enforcement Committee Chair still feels the decision is not appropriate, they may announce that they will refer the decision to the Termination Appeals Body for review. In such circumstances, the Enforcement Committee decision is not official until approved by the Termination Appeals Body.
:f. The Enforcement Committee Chair may deviate from the procedure above to ensure a sound process.
::i. Any intended deviation should be discussed with the members of the Enforcement Committee before the hearing commences.
::ii. To preserve the integrity of the process, any procedural deviations after proceedings begin will be made only if necessary.
:::iii. After the Enforcement Committee has reviewed the material they received from both parties, they may request additional information from either the complainant, respondent, and/or witnesses in order to ensure a sound review of the allegations.
:g. The Enforcement Committee Chair shall notify the respondent and complainant of the outcome of the case in writing within 48 hours of the hearing. The respondent’s notification should include information on the appeals process.
:h. The Conduct Hearing Coordinator/staff advisor, or their designee, is charged with ensuring that the committee’s decision is implemented. If appropriate, this may include notifying house unit management of the hearing’s outcome.
:i. The Conduct Member Advisor will follow-up with the respondent to ensure they understand the decision and their rights to appeal.  The Conduct Member Advisor will also follow up with the complainant to check in and process the outcome with them.

== '''Enforcement Committee Appeals Procedures''' ==
1. A case resolved in a pre-hearing cannot be appealed. By taking responsibility for a policy violation, the complainant/respondent has waived their right to an appeal.
Once the Conduct Hearing Coordinator/staff advisor has received the written request for appeal an appeal report shall be written. The report will be distributed to the Appeals Committee. This report, when relevant, shall include:
:a. A complete summary of the case, and the action taken by the previous body, along with the reasons for it.
:b. The written request for appeal filed by the appellant.
:c. An explanation of any relevant BSC or unit-level policies.
:d. All relevant correspondence or minutes, dated.
2. Refer to section II.XVIII of the Policy Directory for the details of the appeals process.

==''' Records '''==

a. Minutes should be taken of the Enforcement Committee’s proceedings.
:i. Minutes are not kept during deliberations.
:ii. All motions made and voted on by the committee must also be included in the minutes.
b. These minutes, along with any reports or testimony involved in the case, will be kept by the Conduct Hearing Coordinator as confidential records. They will only be shared with the respondent in the case of an appeal and only when deemed appropriate by the Conduct Hearing Coordinator.

''[Board Approved Spring 2017]''

VII.F. BSC Grievance Procedure

2022-01-22T00:44:42Z

Zoewan: /* Updated 3c as per board approval at board #2 (10.22.20) pg 7 */

== '''Definitions''' ==

;Enforcement Committee: The Enforcement Committee shall refer to the investigating committee, which may either be the Conduct Committee or the Cabinet. For harassment cases, the enforcement committee will be the Conduct Hearing Coordinator, Conduct Member Advisor and the Conduct Chair.

;Enforcement Committee Chair: The Enforcement Committee Chair is either the Concom Chair or President, depending on the Enforcement Committee.

;Hearing Officer: The hearing officer, will perform a preliminary assessment of the conduct complaint, which shall include consulting with the complainant if additional information is needed. The hearing officer is the Conduct Hearing Coordinator or a designee of the Executive Director.

;Harassment:
:For the purposes of this policy, harassment will refer to both sexual harassment and other instances of harassment.
::A. Unit-level officials are responsible reporters in cases of harassment, sexual misconduct, assault, and other threatening or dangerous behavior that threatens community safety. Unit level officials must forward any and all reports of these incidents to central-level staff.
::B. The BSC will handle all complaints discreetly and will maintain confidentiality to the greatest extent appropriate to the investigation.

;Tier 1: Unit Level Conduct Resolution: This tier of the conduct process is focused on small, manageable conflicts within a unit. The goal of unit level mediation is to empower the units to handle conflicts before they create discomfort in the community. This form of resolution is NOT meant for major conduct policy violations.
;Tier 2: General Conduct Violation Process: This tier of the conduct process is focused on conduct policy violations. The goal of this process is to resolve conduct violations at the central level.
;Tier 3: Conduct Violation Process for Harassment, Sexual Harassment, Discrimination, Physical Assault and Distribution: This tier of the conduct process focuses on only the violations mentioned above. These complaints will take priority over other cases due to the severity of the conduct policy violations.

=='''Introduction to the BSC Conduct Process'''==

:The BSC endeavors to resolve member conduct issues in a manner that respects both the rights of the member(s) alleged to have violated policy and the member(s) who was harmed by the conduct violation. For conflicts that are not clear violations of conduct policy, members should follow the Tier I unit-level conduct resolution steps outlined in this policy. For conduct violations, there are two defined grievance processes: a process for general conduct violations, and a specialized process for any instance involving harassment, sexual misconduct, physical assault or distribution.

=='''Unit Level Conduct Resolution'''==
Units are encouraged to mediate smaller conflicts between members to prevent more serious future policy violations. If a member violates BSC policy, conduct complaints should be reported through the BSC Conduct Complaint Form. If a member is a possible threat to themselves or others, the Conduct Hearing Coordinator, the Executive Director, and/or the Member Resource Supervisor must be informed within 24 hours.
:1. Members are encouraged to talk to the member they believe is engaging in problematic behavior about the conflict. The Conduct Hearing Coordinator can provide resources such as a mediation chart, assistance from a BSC Restorative Justice Practitioner, and/or outside mediators. Members are encouraged to reach out to their house presidents and managers for support. Both these managers have been trained in mediation.
:2. If the conflict continues, managers may issue warnings to members causing conflict. Warnings must be documented by email. Managers are also encouraged to speak to members about the warning.
:3. If a member continues to cause conflict, managers can issue a required workshift fine, a required housemate/roommate agreement form, or another required engagement that will appropriately address the conflict.
:4. If the conflict continues despite these attempts to resolve the issue at the unit-level, a formal complaint must be submitted through the BSC Conduct Complaint Form.

=='''General Conduct Violation Process'''==
:1. Collection of Complainant Report(s): A report of the complainant’s concern(s) is submitted through the BSC Conduct Complaint Form. submitted through the BSC Conduct Complaint Form. The complainant is notified through the form of their rights in the process and encouraged to utilize the Conduct Member Advisor as a resource.
:2. Pre-Hearing: If the hearing officer deems the complaint to be substantive, a pre-hearing meeting will be conducted, where the respondent will meet with staff to review the allegations and will get a chance to take responsibility for the violations and resolve the concern. If the staff member involved and the respondent agree upon a conditional contract addressing the concerns, the case does not need to proceed to an enforcement committee.
:3. Enforcement Committee Hearing: If the respondent does not accept responsibility for the violation and agree to the assigned sanctions in the pre-hearing or the complaint is significant enough to warrant potential termination of contract, the case will move on to an Enforcement Committee hearing where the case outcome will be decided by a body of current BSC members.

:;1. Collection of Complainant Report(s): The BSC encourages members to report instances of conduct violations in order to promote a cooperative living environment. In order for the BSC to respond efficiently, the following information will be collected from the complainant:
::a. Required Information
:::i. Name of the complainant;
:::ii. Who is named as having engaged in the inappropriate conduct;
:::iii. What specific behavior or comments occurred;
:::iv. Where did it occur;
:::v. When did it occur;
:::vi. What was the response at the time, if any;
:::vii. Names of the witnesses, if any, and
:::viii. Whether this incident of inappropriate conduct is part of a pattern of behavior and, if so, the same information regarding previous incidents.
::b. The Complaint Intake Process
:::i. The Conduct Hearing Coordinator or a designee of the Executive Director, as appropriate, is responsible for ensuring that the above information is submitted through the BSC Conduct Complaint Form. The complaint form will notify the complainant of their rights in the conduct process, including that:
::::a. The Conduct Member Advisor is available to assist them in navigating the process and collecting witness statements
::::b. The complainant may recommend sanctions for the respondent that the Conduct Committee will consider.
:::ii. The Conduct Hearing Coordinator or designee of the Executive Director will follow up with the complainant in a timely manner to confirm receipt of the complaint and inform them of the next steps in the process.
:::iii. Staff also should ask whether the complainant would be willing to participate in a restorative conference or circle.
:::iv. The complainant’s submitted statement will then be reviewed by the hearing officer.
:::v. Any individuals with potential conflicts of interest will be excused from the decision-making process, and the Executive Director will designate a replacement(s).
:::vi. The Conduct Hearing Coordinator or a designee of the Executive Director will determine if the case should move on to the conduct process or be dismissed.
:::vii. Following the filing of the initial complaint, the Conduct Member Advisor will aid the complainant and respondent in understanding their right to provide testimony, and in collecting witness statements for the hearing(s). Any updates for complainants involved will be communicated by the hearing officer or Conduct Member Advisor.

:;2. Pre-Hearing Meeting with Respondent:
::a. The hearing officer will schedule a pre-hearing meeting with the respondent, where they will privately inform the respondent of the complaint, review their rights in the conduct process, review the alleged policy violations/charges involved in the case, and give the respondent the opportunity to respond to the allegations.
::b. The respondent will be notified of this meeting and the charges/ alleged policy violations at least 72 hours in advance. The respondent will be notified by email and then reminded by phone/text if they have not responded to the initial email. If they do not attend, the case will automatically be sent to the Enforcement Committee for review.
::c. If the respondent requests it, the complainant’s testimony can be provided to them at the pre-hearing meeting.
::d. The respondent will be notified of their rights in the process along with their rights to appeal
::e. If in the pre-hearing meeting the respondent BOTH chooses to take responsibility for violating all policies involved in the case AND the hearing officer does not believe a termination of contract should be applied, THEN the respondent can choose between the following two options for case resolution:
:::i. Conditional Contract: The hearing officer and respondent decide on several conditions and/or sanctions that the respondent must complete to successfully resolve the concern. The respondent will sign the agreement at the close of the meeting.
:::ii. Conditional Contract & Restorative Conference: Along with the respondent signing a conditional contract, the respondent may contact the Conduct Hearing Coordinator to schedule a restorative conference or circle. A BSC Restorative Justice Practitioner will facilitate this restorative process.
::f. If the two conditions above are not met, then the case will move on to the Enforcement Committee for review. The respondent will be notified that they have the right to attend this hearing and provide their testimony in person and given a timeline of when the hearing will take place.
::g. At the close of the hearing the hearing officer will inform the respondent that any retaliation against a supposed complainant, witness, or member of an enforcement committee violates the BSC whistle-blower policy and is a termination worthy offense.

:;3. The Enforcement Committee Hearing:
::a. Following the pre-hearing, the Conduct Member Advisor will contact the respondent to assist in collecting witness statements. Only the statements of witnesses to the incident(s) involved in the case will be considered. The Conduct Committee can decide whether to exclude a witness statement from the hearing if it is too long or not relevant to the case.
::b. The respondent will be notified of the Enforcement Committee meeting and the charges/ alleged policy violations 72 hours in advance of the hearing. If they do not attend, a decision on the case will be made in their absence.
::c. Only members of the Enforcement Committee (including the Chair, Administrative Assistant, and staff advisors), the Vice President of Experience and Training (VPET) or another Board Director of the VPET's choice, the Conduct Member Advisor, and the respondent may attend the hearing.
::d. The entire Enforcement Committee proceeding shall be held in executive session.
::e. Before the respondent is let into to the room, the Conduct Committee Chair will present some basic details of the case to the committee, including the alleged policy violations. The Conduct Committee will:
:::i. Read the complainant’s report and witness statements
:::ii. Disclose potential conflicts of interest. The Conduct Committee member who believes they may have a conflict of interest should discuss the circumstances privately with the Conduct Committee Chair. Collectively, they will decide if the Conduct Committee member should participate in the hearing.
:::iii. The Enforcement Committee should vote on whether the respondent is responsible or not responsible for violating each individual policy in the case. Then the committee should assign relevant educational or punitive sanctions.
:::iv. The Enforcement Committee may only take action on allegations specified in the report using only the evidence presented at the hearing.
:::v. The Conduct Hearing Coordinator or other professional staff advisor to the Enforcement Committee should inform the committee if they believe the decision made is problematic based on risk or past precedent. If this is the case, the Committee must review the materials again and vote for a second time on the outcome of the case. After this second vote, if the Conduct Hearing Coordinator/staff advisor or Enforcement Committee Chair still feel the decision is not appropriate, they may announce that they will refer the decision to the Termination Appeals Body for review. In such circumstances, the Enforcement Committee decision is not official until approved by the Terminations Appeal Body.
::f. The Enforcement Committee Chair shall notify the respondent and complainant of the outcome of the case in writing within 48 hours of the hearing. The respondent’s notification should include information on the appeals process.
::g. The Conduct Hearing Coordinator/staff advisor, or their their designee, is charged with ensuring that the committee’s decision is implemented. If appropriate, this may include notifying unit-level management of the hearing’s outcome.
::h. The Conduct Member Advisor will follow-up with the respondent to ensure they understand the decision and their rights to appeal.  The Conduct Member Advisor will also follow up with the complainant to check in and process the outcome with them.

=='''Conduct Process Involving Harassment, Sexual Harassment, and Sexual Violence, Discrimination, Physical Assault, and Distribution'''==
To produce a process that respects the privacy and rights of the complainant, the general format of a harassment, sexual misconduct, physical assault or distribution conduct case differs from the general conduct process. In the event that there are multiple alleged conduct violations and at least one of them involves harassment, sexual misconduct, physical assault or distribution, the Tier III conduct adjudication process shall be used. The overview of the conduct process for such cases is as follows:
;Overview of Tier III conduct process
:1. Complainant Submission: The complainant/unit-level manager must submit a complaint through the BSC Conduct Complaint Form. The complainant is notified of their rights in the process and encouraged to utilize the Conduct Member Advisor as a resource.
:2. Respondent Interview: If hearing officer deems the complaint to be substantive, a thorough investigation is defined and an interview or meeting will be conducted, where the respondent will meet with staff the Enforcement Committee to review the allegations and be briefed about their rights in the process, provide their verbal testimony, and will get a chance to take responsibility for the violations which will be recorded,.and will be encouraged to utilize the Conduct Member Advisor as a resource.
::A. If the respondent takes full responsibility for the allegations brought against them, the respondent will leave the hearing and the Enforcement Committee will go into deliberation of sanctions.
::B. If the respondent does not take responsibility for all the allegations brought against them, the Enforcement Committee will give the respondent a deadline to provide any evidence or witness statements that support their response. The Enforcement Committee will then reconvene after the deadline and review all the material provided and vote on a decision.

;1. Collection of Complainant Report(s)
:a. The BSC encourages members to report instances of conduct violations in order to promote a cooperative living environment.
:b. Unit-level officials and other responsible employees are responsible reporters in cases of harassment, sexual misconduct, physical assault, and/or distribution and must forward any and all reports of such conduct to the appropriate central-level staff.
:c. In order for the BSC to respond efficiently, the following information will be collected from the complainant:
::i. Name of the complainant;
::ii. Who is named as having engaged in the inappropriate conduct;
::iii. What specific behavior or comments occurred;
::iv. Where did it occur;
::v. When did it occur;
::vi. What was the response at the time, if any;
::vii. Names of the witnesses, if any, and
::viii. Whether this incident of inappropriate conduct is part of a pattern of behavior and, if so, the same information regarding previous incidents.
::ix. Any recommended sanctions for the respondent that the Conduct Committee will consider.
::x. Whether or not the complainant would be willing to participate in an early resolution and suggestions on what they believe would suffice for early resolution.
:d. Early resolution includes options such as discussions with the parties, making recommendations for resolution, and conducting a follow-up review after a period of time to assure that the resolution has been implemented effectively.
:e. The BSC will handle all complaints discreetly and will maintain confidentiality to the greatest extent appropriate to the investigation. Any case reports or statements involving allegations of harassment or sexual misconduct will have all identifying information removed.
:f. After the complaint is submitted, cases of this nature will take priority over those that do not interfere with the safety of members. The BSC will have 60 days to conduct interviews and an investigation, to send the case to the Enforcement Hearing body, and to render a decision.

;2. The Complaint Intake Process
:a. The Conduct Hearing Coordinator, or a designee of the Executive Director, as appropriate, is responsible for ensuring that the above information is documented in the BSC Conduct Complaint form. The BSC staff member will collect the complainant’s statement, and the complainant will be notified of their rights in the conduct process, including that the Conduct Member Advisor is available to assist them in navigating the process and collecting witness statements.
:b. The Conduct Hearing Coordinator or designee of the Executive Director will follow up with the complainant in a timely manner to confirm receipt of the complaint and inform them of the next steps in the process.
:c. The complainant’s submitted statement will then be given to the central-level supervisor handling the case, hereafter known as the hearing officer. The hearing officer will perform a preliminary assessment of the written conduct complaint, which shall include consulting with the complainant if additional information is needed.
::i. The hearing officer will be the Conduct Hearing Coordinator, or a designee of the Executive Director, as appropriate.
::ii. Any individuals with potential conflicts of interest will be excused from the decision-making process, and the Executive Director will designate a replacement(s).
:d. In consultation with the staff member who processed the initial grievance, the hearing officer will determine if a) the case should move on to the conduct process or b) be dismissed.
:e. Any updates for complainants involved will be communicated by the hearing officer or Conduct Member Advisor.
::i. The complainant in a harassment or assault case may opt to waive the use of the Conduct Member Advisor, or to utilize a trained survivor advocate in their place. In this case, the hearing officer will coordinate communication between the survivor advocate and others involved in the BSC conduct process.
::ii. All complainant witness statements in harassment and sexual harassment/assault cases must be collected and all identifying information must be removed from them by the Conduct Member Advisor before the pre-hearing interview with the respondent. The Conduct Member Advisor should convey an appropriate deadline to the complainant for these witness statements as a result.

;3. Enforcement Committee Interview with Respondent
:a. Enforcement Committee will schedule a hearing meeting with the respondent, where they will privately inform the respondent of the complaint, review their rights in the conduct process, review the alleged policy violations/charges involved in the case, and give the respondent the opportunity to respond to the allegations. The respondent will not have access to the complainant's full written statement. The respondent’s testimony will be collected in this meeting, and questions about their statement will be asked by the hearing officer.
:b. The respondent will be notified of this meeting in advance of the pre-hearing. The respondent will be notified by email and then reminded by phone/text if they have not responded to the initial emails. If they do not attend, the case will automatically be reviewed by the Enforcement Committee without the respondent’s testimony.
:c. The charges and alleged policy violations, date and location of the alleged violations will be provided to the respondent at the interview. The respondent will be given the chance to respond to these materials. The respondent’s testimony and their response to questioning will be recorded and transcribed by the hearing officer or other member of the enforcement committee.
:d. The respondent should be notified when they can expect to be notified of the outcome of the case.
:e. At the close of the hearing, the hearing officer will inform the respondent that any retaliation against a supposed complainant, witness, or member of an enforcement committee violates the BSC whistle-blower policy and is a termination worthy offense.
:f. The hearing officer will inform the respondent that the Conduct Member Advisor will contact the respondent to assist in collecting witness statements. Only the statements of witnesses to the incident(s) involved in the case will be considered.
:g. In harassment, sexual harassment, physical assault, and/or distribution incidents, the will be given a deadline by the Enforcement Committee to procure witness statements and give them to the Conduct Member Advisor.

;4. The Enforcement Committee Hearing
:a. The hearing officer will schedule the enforcement hearing with the Enforcement Committee Chair and the Conduct Member Advisor.
:b. The respondent will be notified of the Enforcement Committee meeting, the charges/ alleged policy violations, and when to expect notification of an outcome. The respondent may not attend the hearing.
:c. Only members of the Enforcement Committee (including the Chair, Conduct Member Advisor, and staff advisors) and the Administrative Assistant may attend the hearing. A Trained Survivor Advocate may replace the Conduct Member Advisor if the complainant chooses to do so.
:d. The entire Enforcement Committee proceeding shall be held in executive session.
:e. The hearing is recommended to proceed as follows:
::1. Review of Applicable Policies/ Charges
::2. Review of the Evidentiary Report and additional materials provided by the respondent
::3. Question and Response
::4. Deliberations
:::a) The Enforcement Committee will discuss which policies the respondent is responsible for violating and will determine appropriate sanctions, if applicable.
:::b) The Enforcement Committee should vote on whether the respondent is responsible or not responsible for violating each individual policy in the case. Then the committee should assign relevant educational or punitive sanctions.
:::c) The Enforcement Committee may only take action on allegations specified in the report using only the evidence presented at the hearing.
:::d) The Conduct Hearing Coordinator or other professional staff advisor to the Enforcement Committee should inform the committee if they believe the decision made is problematic based on risk or past precedent. If this is the case, the Committee must review the materials again and vote for a second time on the outcome of the case. After this second vote, if the Conduct Hearing Coordinator/staff advisor or Enforcement Committee Chair still feels the decision is not appropriate, they may announce that they will refer the decision to the Termination Appeals Body for review. In such circumstances, the Enforcement Committee decision is not official until approved by the Termination Appeals Body.
:f. The Enforcement Committee Chair may deviate from the procedure above to ensure a sound process.
::i. Any intended deviation should be discussed with the members of the Enforcement Committee before the hearing commences.
::ii. To preserve the integrity of the process, any procedural deviations after proceedings begin will be made only if necessary.
:::iii. After the Enforcement Committee has reviewed the material they received from both parties, they may request additional information from either the complainant, respondent, and/or witnesses in order to ensure a sound review of the allegations.
:g. The Enforcement Committee Chair shall notify the respondent and complainant of the outcome of the case in writing within 48 hours of the hearing. The respondent’s notification should include information on the appeals process.
:h. The Conduct Hearing Coordinator/staff advisor, or their designee, is charged with ensuring that the committee’s decision is implemented. If appropriate, this may include notifying house unit management of the hearing’s outcome.
:i. The Conduct Member Advisor will follow-up with the respondent to ensure they understand the decision and their rights to appeal.  The Conduct Member Advisor will also follow up with the complainant to check in and process the outcome with them.

== '''Enforcement Committee Appeals Procedures''' ==
1. A case resolved in a pre-hearing cannot be appealed. By taking responsibility for a policy violation, the complainant/respondent has waived their right to an appeal.
Once the Conduct Hearing Coordinator/staff advisor has received the written request for appeal an appeal report shall be written. The report will be distributed to the Appeals Committee. This report, when relevant, shall include:
:a. A complete summary of the case, and the action taken by the previous body, along with the reasons for it.
:b. The written request for appeal filed by the appellant.
:c. An explanation of any relevant BSC or unit-level policies.
:d. All relevant correspondence or minutes, dated.
2. Refer to section II.XVIII of the Policy Directory for the details of the appeals process.

==''' Records '''==

a. Minutes should be taken of the Enforcement Committee’s proceedings.
:i. Minutes are not kept during deliberations.
:ii. All motions made and voted on by the committee must also be included in the minutes.
b. These minutes, along with any reports or testimony involved in the case, will be kept by the Conduct Hearing Coordinator as confidential records. They will only be shared with the respondent in the case of an appeal and only when deemed appropriate by the Conduct Hearing Coordinator.

''[Board Approved Spring 2017]''

III.A. Unit Operations

2021-11-29T17:27:50Z

Zoewan: /* Added Habitability Coordinators under C */

==III.A.1. UNIT-LEVEL MAJOR MANAGER TRAINING REQUIREMENTS==

===1. DEFINITIONS===

:a. Major Managers refers to Unit Presidents, Kitchen Managers, House Managers, Apartment Assistant Managers, Theme Managers, Maintenance Managers and Workshift Managers.

:b. “Returning Managers” refers to managers who have attended all regularly-scheduled training sessions (not make-up sessions) for the position they will hold in the upcoming semester.

:c. “New Managers” refers to managers who have not attended all regularly-scheduled training sessions for their current position.

:d. It will be determined by the central-level liaison which managers must attend new manager training based on experience and performance.

:e. Central-level Liaisons

::1. Presidents: Cooperative Experience Manager

::2. House Managers: Member Resources Supervisor

::3. Kitchen Managers: Assistant Central Food & Supplies Supervisor

::4. Maintenance Managers: Central Maintenance Supervisor

::5. Workshift Managers: Operations Assistant

::6. Theme Managers: Cooperative Experience Manager

===2. TERM OF POSITION AND MANDATORY INITIAL TRAINING===

:a. The term of all unit-level managers' position begins with the regularly scheduled manager training for the semester/summer in which they will serve and ends on the contract end date for that semester/summer. Unit-level managers are expected to have been moved into a unit as of the beginning of training and remain available throughout the semester/summer in order to effectively carry out the duties of the position. Initial training is mandatory in order to begin serving in any unit-level position, and as such, managers may not take office, begin performing duties, or receive workshift credit or compensation until the appropriate training is completed. This includes each individual manager in a split manager position.

:b. Major Managers who have attended make-up trainings may have to attend all or part of the next regularly scheduled manager training.

:c. Returning Managers who have attended all the training required for their position must work together to cover new managers' duties while they are at training and help prepare their unit for move-in. (Including, but not limited to, responding to emails, ensuring that all common areas and rooms are habitable, furnished, maintenance issues reported, keys have been cut, food orders placed, temp workshift organized, and new member orientation has been planned).

===3. UNIT-LEVEL MAJOR MANAGER TRAINING REQUIREMENTS===

:a. For the Fall & Spring semesters, training will be held by Week 0, defined as the week the contract begins, and the evenings in Week 1, defined as the first full week of the contract period.

:b. Online curriculum must be completed 2 weeks prior to the start of manager training for the elected term.

:c. For the Summer, training will be the Monday – Friday the week of move-in day in Summer Session.

:d. For the Winter Break, Winter Break Manager training must be completed by week 15 of the Fall semester.

:e. The specific training schedules and session requirements for Fall, Spring and Summer will be presented for approval to ETCom by the Member Resources Supervisor and the other central-level liaisons. Emails from Member Resources will be sent out to the entire BSC membership with manager training schedules.`

:f. Units are responsible for ensuring that all managers are elected in a timely fashion and that they attend their regularly scheduled training. Units will be assessed a workshift fine for each required session, or portion thereof, not attended by a manager (calculated at one half of the current workshift rate for the duration of the training session(s) missed). It shall be at the discretion of the central-level liaison to offer opportunities for the manager and/or unit to work off part or all of this fine. All manager training fines assessed to a unit must be discussed at house council to determine whether or not such fines should be passed along to the elected unit-level manager. Liaison teams will report to the entire unit-body, via direct email, their unit’s managers’ fines. Major managers will be compensated at the hourly workshift rate for their attendance at all required regular manager training sessions and make-up training sessions, based on that specific term’s unit-level manager training schedule. Managers shall not be compensated for attending training sessions that they are not required to attend.

:g. Major managers who fail to attend the regular training sessions must attend make-up training. Such make-up trainings will be determined by the Member Resources Supervisor and/or the manager’s central-level liaison, and must be completed by the end of Week 2 in order for a manager to remain in their position. Should a major manager fail to complete all make-up trainings by this date, the unit must hold an election to replace the manager.

:h. If a unit fails to elect any major manager by the end of week 11 of the previous semester, the central-level liaison may choose to select a member from outside the unit to serve in the vacant manager position. This member will be compensated from the unit’s payroll budget.

:i. Liaisons may excuse absences and waive fines due to unavoidable circumstances such as illness or death in family. Any absences or fines are at the sole discretion of the liaison and not appealable to any committee or the Board of Directors.

===4. SESSIONS & CURRICULUM===

:a. Central-level liaisons will determine which sessions each manager must attend based on the manager's previous performance.

:b. The Assistant Managers at Rochdale and Fenwick will attend House Manager training at the discretion of the Rochdale & Fenwick Apartment Manager.

===5. UNIT-LEVEL OFFICER TRANSITION PROCESS===

:A. The central-level liaisons will ensure that each manager completes a transition meeting and transition document. The overall intention of these meetings is to prepare incoming managers for their roles by facilitating the transfer of practical and experiential knowledge between generations of managers.

:B. These meetings and transition documents are mandatory for all outgoing and incoming managers.

::i. Managers who are returning to their position between semesters are encouraged but not required to participate in the manager transition process.

::ii. Managers who are not returning to their position but whose unit did not elect a replacement in time for the transition meeting will still be required to complete a transition document and give it to their successor when they are eventually elected.

::iii. Central-level support staff may distribute checklists of key issues and require the incoming and outgoing manager pairs review topics in their units in advance of the meeting.

::iv. Units are responsible for ensuring that managers are elected in a timely fashion and that they hand off institutional knowledge. Units who fail to ensure that outgoing and incoming managers attend and prepare in advance of the transition meeting (or schedule an appropriate make-up with staff) and complete a satisfactory exit document may be assessed a workshift fine of up to five hours calculated at the current workshift rate, as determined by the central-level liaison. This workshift fine may be passed along to the appropriate unit-level manager.

==III.A.2 UNIT-LEVEL MINOR MANAGER FALL/SPRING OFFICER TRAINING REQUIREMENTS==
===Social Managers===

:o Social Managers must be present during Major Manager Training and attend all parts of major manager training as determined by the Member Resource Supervisor or the Cooperative Experience Manager.

===Safe Space and Security Managers===
:o Casa Zimbabwe Safe Space and Security Managers must be present during Major Manager Training and attend all parts of major manager training as determined by the Member Resource Supervisor or the Cooperative Experience Manager. Compensation, attendance, fines, and other training requirements are identical to those outlined in [https://policy.bsc.coop/index.php/III.A._Unit_Operations#III.A.1._UNIT-LEVEL_MAJOR_MANAGER_TRAINING_REQUIREMENTS III.A.3 UNIT-LEVEL MAJOR MANAGER TRAINING REQUIREMENTS].
:o If another unit creates a Safe Space and Security Manager, it will be determined by the Member Resources Supervisors or the Cooperative Experience Manager if they need to abide by the [https://policy.bsc.coop/index.php/III.A._Unit_Operations#III.A.1._UNIT-LEVEL_MAJOR_MANAGER_TRAINING_REQUIREMENTS UNIT-LEVEL MAJOR MANAGER TRAINING REQUIREMENTS].

===ALL Waste Reduction Managers/Groundskeeper===

:o Waste Reduction Manager training shall be held within the first two weeks of the BSC contract.
:o The BSC will provide training to Waste Reduction Managers in the following areas: general recycling/reuse guidelines, disposal and reduction practices, central-level oversight, managing waste and discussion of general waste: e-waste, special waste, compost, and other basic waste reduction duties.
:o Units who fail to send a Waste Reduction Manager to the regularly scheduled training will be assessed a workshift fine for the duration of the training at the current workshift rate. This fine may be passed along to the elected Waste Reduction Manager.

''Waste Reduction Manager Guidelines''
:o Must be elected by the unit no later than the end of the semester proceeding the term of service.

:o Must be allocated a minimum of 2 hours of workshift. An increase of 2-5 hours is encouraged but up to the discretion of each unit.

:o Sign into BSC e-mail account by the end of the second week of the BSC contract term of service.

:o Attend required Waste Reduction Manager Training as outlined in [https://policy.bsc.coop/index.php/III.A._Unit_Operations#III.A.2_UNIT-LEVEL_MINOR_MANAGER_FALL.2FSPRING_OFFICER_TRAINING_REQUIREMENTS Section III.A.2]. Each unit is required to send a representative. If no WRM has been elected a substitute should be sent. Failure to do this will result in unit fine.

:o Attend all regular WRM meetings as outlined in I.E.4. Failure to attend meetings will result in a unit fine.

:o Educate unit members about in-unit recycling, compost, and trash services, encourage waste reduction behavior through presentations at council, flyers, posters, etc., as well as general principles of recycling and reuse for daily application.

:o Conduct an initial walkthrough of the unit facilities with the Central-Level recycling coordinator or representative (i.e. free pile, compost, trash centers around property, etc.).

:o Conduct an initial inventory of current unit waste containers and replace as necessary: recycling bins (blue 1 & 2 bins), compost bins, trash receptacles.

:o Coordinate free pile pick-ups & maintain cleanliness of free pile area throughout the semester/summer.

:o Maintain and monitor unit-level trash and recycling services, including acting as liaison communicating with other major managers, Waste Reduction Coordinator(s), and Central Kitchen as necessary.

:o Conduct 2 unit-level or BSC-level waste audits assigned by the Waste Reduction Coordinators.

:o Conduct one unit-level or central-level waste reduction/conservation project

:o Maintain frequent communication with Waste Reduction Coordinator(s) or Central Kitchen throughout the semester/summer to ensure pick-ups of items to ensure efficient use of trash services, monitor trash pick-up, etc.

:o Maintain following areas:

::a. A clean and orderly recycling area for storage of recycling/compost/trash receptacles.
::b. Replace full bins with empty ones & take full recycling bins to the curb on the appropriate pick-up days.
::c. Break down cardboard boxes and sort materials: electronic/universal wastes, etc.
::e. Outfit bathrooms & kitchen with labeled receptacles for trash, compost and paper items.

:o Post weekly announcements to unit about recycling/trash efforts

:o Apply for Education & Training Committee funding for in-unit and BSC-wide workshops.

:o Create and maintain exit documents, noting past, current and future problems, successes, etc., in order to facilitate a smooth transition with the subsequent waste reduction manager.

===Network Managers===
:o The Network Manager Coordinator will hold a mandatory 3-hour network manager training no later than the first week of the semester, to be attended by the manager in each unit that is responsible for the house-level IT
:o The BSC will provide training to Network Managers on their duties as a network manager, how their role interacts with the central-level through BSCIT, and basic network configuration and troubleshooting
:o Units who fail to send a Network Manager (or manager responsible for network management) to the regularly scheduled training will be assessed a workshift fine for the duration of the training at the current workshift rate. This fine may be passed along to the appropriate manager.

''Network Manager Guidelines''
:o Must attend network manager training at the beginning of the semester, or arrange an alternate time to meet with the Network Manager Coordinator
:o Must keep their unit up to BSCIT standards, and take action to update their IT infrastructure as necessary
:o Must turn in an updated Unit-Level IT documentation form to the Network Manager Coordinator before the 2nd BSCIT deadline (see BSCIT website in “Resources”)
:o Must use their BSC email account

''Required Topics for Network Manager Training''
:1. Network Manager Duties (see Network Manager Guidelines above)
:2. Relationship with the central-level
::a. BSCIT standards
::b. BSCIT procedure (how to apply for funding, emergency requests)
::c. BSCIT cycle (deadlines, how projects get approved, who will notify you of BSCIT’s decision)
:3. Network Basics
::a. Wireless internet setup
::b. Routers, WAPs, and Switches
::c. Network troubleshooting
:4. Resources
::a. BSCIT website (bscit.bsc.coop)
::b. Semester schedule
::c. Central-level support (ex: CISCO/Linksys WAP support)
::d. Equipment documentation (ex: Aeronet/routerboard documentation)

===Health Workers===

:o Health Worker Training shall be held by the end of Week 4 of the BSC contract period.
:o Units who fail to send a Health Worker to the regularly scheduled training will be assessed a workshift fine for the duration of the training at the current workshift rate. This fine may be passed along to the elected Health Worker.
:o The BSC will provide training to health workers in the following areas: hygiene, first-aid, emergency preparedness, mental health, alcohol and other drugs, sexual health, peer support, and other relevant health topics that arise in the BSC throughout the year.
:o During the Summer contract period, Health Worker training shall be scheduled at the discretion of the Health Education Coordinator.

''Health Worker Guidelines''
:o Must be allocated at least 2 hours of workshift.
:o Must sign into their BSC e-mail account by the end of the third week of the BSC contract.
:o Must attend a training at the beginning of the semester and biweekly meetings thereafter, and the house shall be fined at the workshift rate for missed meetings/trainings.
:o Must participate in at least one BSC-wide health workshop per semester.
:o Must be CPR/first-aid certified no later than week 8 of the semester unless a later date is approved by the HEC.
:o Must actively foster relationships with House Managers, members, and the Member Resources department, and must support the Health Education Coordinator in identifying and mobilizing resources to address BSC member needs.
:o Must provide culturally sensitive peer support, resource referral, and basic first-aid to BSC members.
:o Must organize monthly outreach events at the unit that facilitate a greater understanding of community health needs and promotion of health resources.
:o Must submit monthly health tips about various topics relevant to the house community to the Health Worker Coordinator, and post them around their units.
:o Must keep first aid cabinet stocked with health supplies provided by the BSC.

''Required Topics for Health Worker Training and Bi-Weekly Meetings''
:o Health Worker Duties (see Health Worker Guidelines above)
:o Mental Health and Peer Counseling
:o Community resources and referrals
:o Harm reduction/hygiene/emergency preparedness/first aid
:o Sexual health

===Winter Break Managers===

:o Winter Break Managers must complete training by Week 15 of the Fall semester.
:o The training may be online and/or in person, and will be determined by the Member Resources Supervisor and the Cooperative Experience Manager. Compensation, attendance, fines, and other training requirements are identical to those outlined in [https://policy.bsc.coop/index.php/III.A._Unit_Operations#III.A.1._UNIT-LEVEL_MAJOR_MANAGER_TRAINING_REQUIREMENTS III.A.3 UNIT-LEVEL MAJOR MANAGER TRAINING REQUIREMENTS].

==III.A.3. CENTRAL-LEVEL SUPPORT & SUPERVISION OF UNIT-LEVEL MANAGERS==
===1. Unit-Level Manager Expectations and Position Descriptions===
:a. The following are the duties and responsibilities that all unit-level managers are expected to perform in order to work effectively with the central-level and other unit-level managers to provide the best possible services to members:

:b. '''Expectations of All Unit-Level Managers'''
::A. Participate in Unit-Level Manager Transition Meetings and/or complete and review exit documents, as outlined in the [http://www.bsc.coop/policy/index.php/III.A._Unit_Operations#6._UNIT-LEVEL_OFFICER_TRANSITION_PROCESS Unit-Level Officer Transition Process].
::B. Attend all required Manager Trainings as described in the [http://www.bsc.coop/policy/index.php/III.A._Unit_Operations#3._UNIT_OFFICER_FALL.2FSPRING_TRAINING_REQUIREMENTS Unit-Level Manager Training Policy].
::C. Collaborate with other unit-level managers to plan and execute a new member orientation/welcome event during the first week of the contract period.
::D. Inform unit members of their duties/responsibilities during unit-level New Member Orientation and provide regular updates at council.
::E. Attend on-going Monthly Manager Meetings, trainings, and individual meetings as requested by their central-level liaison.
::F. Uphold and enforce BSC and unit-level policies including but not limited to, financial policies, Harassment and Sexual Harassment and Assault Policies, Habitability Policy, Substance Abuse and Distribution Policy, Alcohol Policy, Smoking Policy, Party Policy, Guest/Fish Policy, and any policies pertaining to safety and liability.
::G. Collaborate with other unit-level managers, delineating responsibilities for each manager, to ensure that the habitability and cleanliness of the unit are in compliance with BSC policies and City and County inspection standards, using the “Preparing for Habitability Inspections” document as a guideline.
::H. Collaborate with other unit-level managers to ensure your unit complies with Emergency Response and Preparedness Policies/Plans.
::I. Maintain regular and on-going communication with their central-level liaison.
::J. Regularly check and use your BSC email account and respond to BSC central-level staff within one business day.
::K. Be open-minded and available toward all unit members.
::L. Collaborate with other unit-level managers to address all unit-level issues in a timely and appropriate manner.

:c. '''[[III.A.3.1.c. Unit-Level Manager Specific Job Duties | Unit-Level Manager Specific Job Duties]]'''
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{{:III.A.3.1.c. Unit-Level Manager Specific Job Duties}}

===2. Central-Level Liaison Relationships===
:a. Each position’s central-level liaison is responsible for providing training, support, and guidance to unit-level managers in order to ensure that they are able to effectively carry out their duties. Liaisons are also responsible for monitoring the fulfillment of these duties, responding to feedback and complaints from the central and unit-level, and working with the unit-level manager as needed to ensure that expectations are fulfilled.
:b. Unit-level managers are expected and encouraged to seek out support and help from central-level liaisons in obtaining the necessary resources and assistance to effectively carry out their duties.
:c. The following central-level staff members are responsible for acting as liaisons to the specified unit-level positions:
::Finance Managers – Member Resources Supervisor
::House Managers – Member Resources Supervisor
::House Presidents – Cooperative Experience Manager
::Kitchen Managers – Assistant CFS Supervisor
::Maintenance Managers – Maintenance Liaison/Maintenance Supervisor/Crew
::Social Managers -- Member Resources Supervisor
::Waste Reduction Managers – Assistant CFS Supervisor
::Workshift Managers – Operations Assistant
::Habitability Coordinators - Operations Assistant
:d. Should units create any additional unit-level leadership or manager positions that do not clearly fit within these designated definitions, the Member Resources Supervisor and/or a designee of the Executive Director shall act the liaison.
:e. Central-level professional and student staff will develop plans to provide support and resources for all unit-level leadership positions and all unit-level leaders and managers are expected to follow the guidelines of this policy and are subject the conduct expectations and disciplinary procedures outlined herein.
:f. Unit-level managers who are unclear who their assigned liaison is and/or who have concerns about their liaison relationship should contact the Executive Director who will work with the unit-level manager and liaison(s) to address concerns and/or assign primary/alternate liaisons.

===3. Feedback Mechanisms Between the Unit and Central-Level===
:a. In order to ensure that unit-level managers are effectively collaborating with central-level staff, meeting members’ needs, and fulfilling their responsibilities, both the liaison and the unit managers and members should strive to ensure there is regular communication between the central and unit-level about any performance concerns.
:b. Feedback from Members: Members of individual units who have concerns about the performance of their unit-level managers are encouraged to communicate directly with that unit-level manager first. Should that not be effective or if they are uncomfortable doing so, they should share their concerns with their unit-level President and/or the unit-level manager’s central-level liaison.
:c. Feedback from Unit Presidents: Unit-level Presidents should provide feedback to liaisons if they have concerns about a unit-level manager’s performance or receive complaints they are not able to resolve at the unit-level.
:d. Feedback from Liaisons: Liaisons who have concerns about a unit-level manager’s performance should first communicate directly with the unit-level manager about the concerns and the corrective action that is needed. Should the issues not improve, the liaison should communicate their concerns to the unit-level President so they are aware of the concerns and can assist with remedying the issue.
:e. Liaison Feedback via the Unit-Level VOC process: Central-level liaisons will be given the opportunity (but are not required) to share feedback (both positive and constructive) with the unit-level membership regarding a unit-level manager’s performance during the unit-level VOC process. The liaison’s feedback will be published at the same time as members’ feedback and viewable to all unit members, thereby increasing transparency and members’ awareness of how well the unit-level manager is fulfilling their duties.

===4. Central-Level Support for Unit-Level Managers===
:a. Facilitating Transition Meetings/Hand-Offs
::i. Liaisons are responsible for holding unit-level manager transition meetings and/or ensuring that exit docs and other key information is shared between outgoing and incoming unit-level managers each semester (as outlined in the Unit-Level Officer Transition Policy).
:b. Providing Training
::i. Central-level liaisons are expected to provide initial training on unit-level manager responsibilities prior to the manager taking office.
::ii. Central-level liaisons should regularly assess unit-level manager trainings, seek input from unit-level managers, and provide additional/on-going training throughout the semester.
::iii. If, throughout the course of semester, a liaison identifies the need for individual training and/or professional development for a unit-level manager, they should work to coordinate such training.
:c. Regular Check-Ins
::i. Liaisons should check in regularly with unit-level managers to get updates, discuss issues or challenges the unit-level manager may be facing, and to provide personalized help and support.
::ii. The frequency of these check-in meetings is per the discretion of the liaison taking into consideration the size of the unit, how long the unit-level manager has held the positon, the management structure of the unit, and the individual needs and performance of each unit-level manager.
::iii. Unit-level managers are expected to promptly respond and attend check-in meetings with their liaison when requested.
:d. Regular Group Meetings
::i. Liaisons are responsible for ensuring that regular group meetings for each unit-level manager position are held during the semester.
::ii. These group meetings will be held two to four times per semester for each unit-level manager position, per the discretion of the liaison.
::iii. Liaisons are responsible for coordinating and planning group meetings, developing the agenda, and arranging for on-going training and/or the sharing of resources at such meetings.
::iv. A Unit-level manager’s failure to attend group meetings may result in workshift fines being assessed to the unit (which may be passed onto the unit-level manager).
:e. Providing Tools, Templates, and Resources
::i. Liaisons are responsible for regularly assessing, in conjunction with the Member Resources Department and ETCom, the tools and resources available to unit-level managers.
::ii. Based on these assessments and feedback solicited from unit-level managers, the liaison should work with central-level staff to ensure that new tools, templates, and resources are developed and disseminated.

===5. Unit-Level Manager Habitability Responsibilities===
The following Unit-Level Habitability Responsibilities shall be regularly reviewed by the Operations Assistant and Central-Level Habitability Coordinator. Updates to the list of responsibilities may be made at their discretion after seeking input from the Liaison Team and Unit-Level Managers.

House Managers
:1. Ensure that all hallways and fire exits are free of obstructions
:2. Oversee the replacement of damaged furniture
:3. Work to maintain and improve (if possible) unit accessibility (e.g. testing automatic door openers, ensuring ramps are clear, etc.)
:4. Coordinate prompt removal of abandoned items and furniture

Maintenance Managers
:1. Ensure all components of the fire alarm and sprinkler systems are operational and in place
:2. Responsible for fire extinguisher maintenance
:3. Ensure that fire doors are not propped and are properly labeled
:4. Ensure that there are no obstructions to or on fire escapes
:5. Responsible for testing emergency lights and ensuring they are functional
:6. Ensure that boilers and furnaces have at least 3 feet of clearance
:7. Responsible for reporting any issues with major appliances to Central Maintenance
:8. Responsible for organization and safety of maintenance area
:9. Responsible for management of storage areas

Workshift Managers
:1. Responsible for cleanliness/sanitation of all common areas, including kitchen
:2. Responsible for waste management and free pile management in the absence of a WRM
:3. Ensure that vegetation is maintained by workshift and/or the Garden Manager

Kitchen Managers
:1. Responsible for sanitation and fire safety in kitchen and dining areas
:2. Responsible for food safety
:3. Ensure that all kitchen appliances are functioning properly, coordinate with Maintenance Manager to accomplish repairs

House Presidents
:1. Facilitate discussion of manager habitability responsibilities at the beginning of each semester
:2. Work with Unit-Level Habitability Coordinator and Central Habitability Coordinator to educate house members on habitability policy and standards, including developing and delivering a workshop
:3. Ensure everyone attends the Habitability Workshop at the beginning of the semester
:4. Ensure new members attend Habitability Workshop or review workshop content when they move-in
:5. Oversee that other managers are fulfilling their habitability responsibilities and help managers get additional support if necessary
:6. Schedule habitability pre-inspections with the manager team and Operations Assistant on an as-needed basis

Theme Managers
:1. Work with House President, Unit-Level Habitability Coordinator, and Central-Level Habitability Coordinator to educate house members on habitability policy and standards, including developing and delivering a workshop
:2. Work with House Manager and President to address community issues and conflicts related to habitability
:3. Work with Social Manager to ensure that social events do not interfere with habitability standards being met
:4. Work with Social Manager to organize clean-up work to occur immediately following events

Waste Reduction Managers
:1. Responsible for maintaining free pile organization and scheduling donations if needed
:2. Responsible for ensuring that waste storage complies with habitability standards

Social Managers
:1. Ensure that social events do not interfere with habitability standards being met
:2. Organize clean-up work to occur immediately following social events
:3. Address any habitability issues that arise during social events immediately

===6. Unit-Level Manager Performance Issues and Progressive Support & Discipline===
:a. The BSC’s primary goal in providing training, support, and supervision of unit-level managers is ensuring that BSC members are provided with the best possible services and a safe living environment. Whenever it is feasible (and appropriate given the circumstances) the central-level will attempt to address any performance issues on the part of a unit-level managers with support, guidance, and instructions on how to improve. As such, failure to meet any of the expectations for a unit-level manager position may result in progressive support and discipline, as outlined below:
::i. Provide Feedback: If a liaison recognizes a performance issue, they should immediately call or email the unit-level manager and attempt to remedy the situation and provide guidance and expectations for performance moving forward.
::ii. Meeting with the Unit-Level Manager & Verbal Warning: If a liaison is still concerned about a unit-level manager’s performance, they may require that the unit-level manager meet with them to discuss their performance. At this meeting, the liaison will discuss the issues with the unit-level manager and provide a verbal warning and direction/support for how to improve.
::iii. Written Warning: If the performance does not improve within a reasonable timeframe, the liaison may issue a written warning to the unit-level manager, outlining which aspects of their performance is unsatisfactory and outlining the improvements that will be required to remain in the position.
::iv. Review Hearing: Should the unit-level manager’s performance still not improve a hearing to consider the potential removal of the unit-level manager will be held.

===7. Disciplinary Procedure for Unit-Level Manager Conduct Issues===
:a. The BSC recognizes that certain conduct on behalf of unit-level managers is unacceptable and, depending on the severity of the situation, may warrant immediate removal from a unit-level leadership position.
:b. Examples of some, but not necessarily all, types of conduct that could lead to immediate removal proceedings include:
::• Assault
::• Theft or fraud
::• Willful destruction of property
::• Possession of firearms or dangerous weapons on BSC property
::• Engaging in illegal conduct
::• Harassment, retaliation, and/or creating a hostile work environment
::• Purchasing and/or distributing alcohol
::• Distributing controlled substances
::• Gross insubordination
::• Gross misconduct
::• Failing to report incidents or cooperate in an investigation involving member
::• safety
::• Absences without notification for a period of seven or more days
::• Failure to obtain or maintain a current license or certificate required by law or institutional standards as a condition of employment
::• Any act which endangers the safety, health or well-being of another person or which is of sufficient magnitude that the consequences could cause disruption of operations or gross discredit to the institution.

===8. Review Hearing Procedure and Removal From Position===
:a. The unit-level manager being considered for removal shall be given notice of the review hearing, the reasons they are being considered for removal, and shall be referred to the Conduct Member Advisor at least three (3) business days in advance of the meeting.
:b. The review hearing committee shall be comprised of the Liaison, a Senior Manager, and the BSC President as voting members. The unit-level manager and Conduct Member Advisor may also attend all review hearings. No other individual, except those who are substituting for the aforementioned committee attendees with a conflict of interest, may attend the review hearing.
:c. At the review hearing the review body will discuss the issues that led to the removal hearing with the unit-level manager. The review body will then deliberate in executive session and decide whether or not the unit-level manager should be removed or alternate disciplinary action taken.
:d. Should a unit-level manager be removed from their leadership position, the decision will take effect immediately and the unit should work to elect a replacement as soon as possible.

===9. Appeal Process for Unit-Level Removal and/or Discipline===
:a. Should a unit-level manager wish to appeal their removal from a unit-level manager position or other disciplinary action approved by the review hearing body, they must submit an appeal statement within five business days stating the grounds for the appeal.
:b. Acceptable grounds for appeal include: Gross misapplication(s) of policy, a procedural error(s) unfairly and materially affected the outcome of the case, or new evidence that could not have reasonably been available at the time of the hearing.
:c. The appeal hearing body shall be comprised of a different Senior Manager, the Executive Director, and the VPIA as voting members. The unit-level manager, the Conduct Member Advisor, and a representative from the review hearing body may also attend the appeal hearing. No other individual, except those who are substituting for the aforementioned committee attendees with a conflict of interest, may attend the appeal hearing.
:d. The appeal hearing body will review the appeal with the unit-level manager and a representative from the review committee, and then deliberate in executive session to determine the outcome of the appeal.

===10. Conflict of Interest===
:a. If there is a conflict of interest that would preclude a staff person or student executive from serving on the review hearing body or appeal body, or one of the stated members is not available to participate, the Executive Director or Cooperative Experience Manager may designate an appropriate alternate taking into consideration the intended make-up of the committee.

==III.A.4. UNIT-LEVEL MANAGER COMPENSATION==
:a. Compensation for any given unit-level manager position must be set prior to the starting term of that position’s duties.
:b. Units must hold a review of compensation practices prior to elections each semester, this review must include:
::i. Information regarding current compensation amounts.
::ii. Context and comparisons to other units of similar size and function.
::iii. A vote by its members to either affirm the pre-existing compensation system or to affirm the changes made at the conclusion of the review.

==III.A.5. UNIT ELECTIONS==
:A. Every unit must complete elections and submit results to the Cooperative Experience Manager for their major managers (President, House Manager, Theme Manager, Kitchen Manager, Maintenance Manager, and Workshift Manager), Social Managers, Board Directors, and Safe Space and Security Managers (if considered a major manager) for the following term/semester by the end of Week 11 of both the Fall and Spring contract periods. Each unit must also complete elections for the Winter Break Manager by Week 11 of the Fall contract period. The results should include the elected managers’ and Board Director’s full name, contact information, and their approved amount of compensation.

:B. Unit Presidents should make every effort to ensure that positions are filled in a timely manner, including but not limited to: encouraging individuals in their unit to run, encouraging central-level boarders to run, encouraging central-level boarders to run, emailing their prospective membership lists and inviting members who will be moving into their unit in the next contract period to run.

:C. No later than Week 13, all newly elected managers must turn in their I-9s and any other required documentation to the Accounting/Office Supervisor.

:D. If a unit fails to fill any manager position(s) by the end of the contract period, it will be the responsibility of the unit President to ensure that the duties of the unelected manager(s) are carried out on a temporary basis, until the position is filled.
::i. If the unit has not elected a President, then it will be the responsibility of the House Manager.
::ii. If the unit has not elected either a President or a House Manager, it will be the responsibility of the elected managers to ensure that the duties of the unelected managers are carried out.

:E. Units must send representation to all required manager trainings, or the unit will be fined for missed training per the Unit-Level Manager Training Requirements Policy.
::i. If a position is filled at the time of regularly scheduled training, the manager must attend the appropriate training.
::ii. If a position is not filled at the time of training, the unit must appoint and send an acting manager to training to avoid incurring a fine. This individual shall assume all of the duties and responsibilities of that position until a new manager has been formally elected and completed training. If a position has been filled but the elected manager is unable to attend part or all of training, sending an acting manager to training in their place shall not result in the fines being waived.
::iii. If a manager is elected after regularly scheduled training, that manager must attend the appropriate make-up training.

==III.A.6. UNIT-LEVEL VOC POLICY==
1. Unit-Level VOC’s serve to provide feedback on the performance of unit-level managers to hold those managers accountable to their duties and provide a direction for growth and correction.
::a. To ensure adequate unit-level leadership, units are encouraged to hold their managers accountable through VOC's, House Presidents, central-level liaisons, and a recall procedure if necessary.

::b. Units may choose to provide a bonus in the cases of exceptional performance considered to be beyond the duties, in both effort and mandate, of the position held.

2. Houses will have at least two rounds of Votes of Confidences (VOCs). At least one round of mid-semester evaluations shall be completed by week 5 of the Fall, Spring, and Summer contract periods. The second round of VOCs shall be completed by the end of week 10 of the contract period for the Fall, Spring, and Summer contract periods.

3. The unit's President will administer VOCs for all unit-level managers. Council may appoint a separate unit member to conduct the VOCs for the unit's President.

4. Methods of VOCs

::a. All VOCs shall provide a space for comments. All “anonymous” comments must be linked to a voter ID, which allows the Cooperative Experience Manager or the Member Resources Supervisor to trace any comment back to its author, in the case of harassment. If a President or manager feels that a comment that a member made constitutes harassment (as defined by the BSC Harassment policy), the Cooperative Experience Manager or the Member Resources Supervisor will use the voter ID to identify the person who left the comment.

::b. Before releasing VOC results to other managers and members, the President shall pre-screen the comments for any incidents of harassment. Presidents should complete the pre-screen and deliver the VOC results to unit-level managers and members within Week 6 for the first round of VOCs and within Week 11 for the second round of the VOCs. The VOC results must also be shared with the Cooperative Experience Manager by these deadlines so that central-level liaisons are aware of any areas in which unit-level managers may need additional support.

::c. All VOC results must be shared with unit-level managers and all unit members by the deadlines outlined above.

::d. Units will determine the method in which managers respond to VOC results. At a minimum, managers should develop a way to respond to the comments they receive, with a focus on the broad trends and themes revealed by this feedback and how they plan on taking action to resolve those concerns.

::e. Every round of VOCs shall provide an option for a vote of no confidence.
:::• In the case of a majority vote of no confidence in the first round of VOCs, that manager must meet with their central-level liaison and House President to address community and performance concerns and develop a plan of action. (For a review of the House President, the House Manager should be present).
:::• In the case of a majority vote of no confidence in the second round, a vote for recall shall be initiated.
:::• Units may also have recall processes outside of the VOCs.
::f. A template for VOCs shall be provided to all House Presidents. If Presidents wish to make any changes to this template, they will consult with the Cooperative Experience Manager or the Member Resources Supervisor.

7. Managers who were removed from their position may appeal the results to the Personnel Appeals Committee if they perceive they were removed on the following grounds: retaliation for enforcing policy, retaliation for reporting a policy violation to the central-level, or discrimination against a manager in violation of BSC policy prohibiting discrimination against people in certain legally protected classes. The Manager must submit an appeal to the BSC President at most 5 business days after the results of the recall process were communicated.

8. Feedback Mechanisms for the Board of Directors

:a. ''Statement of Purpose'': In order to ensure that Board Directors are effectively doing their specific duties and responsibilities as outlined in their job description (see [https://policy.bsc.coop/index.php/I.A.1._Board_of_Directors_(BOD)_Member_Job_Description Section 1.A.1], Board of Directors Member Job Description), BSC Executives and Task Force Chairs shall strive to ensure that there is appropriate communication about any performance concerns for Board Directors that sit in their respective committee or task force.

:b. ''Feedback from BSC Executives and Task Force Chairs'': BSC Executives and Task Force Chairs who have concerns about a Board Member in their committee or task force should first communicate directly with the Board Director about the concerns and corrective action that is needed. Should the issues not improve, the chair should communicate their concern to the BSC President so they are aware of the concern and can assist with remedying the issue.

:c. ''Board Director Feedback via the Unit-Level VOC Process'': BSC Executives and Task Force Chairs will be given the opportunity (but are not required) to share feedback (both positive and constructive) with the unit-level membership regarding the Board Director’s performance during the unit-level VOC process. The BSC Executive’s feedback will be published at the same time as members’ feedback and viewable to all unit-level members, thereby increasing transparency and members’ awareness of how well their Board Directors are fulfilling their duties.

:d. ''Feedback from the Unit'': BSC Executives and Task Force Chairs shall have access to members’ feedback regarding the performance of Board Directors from unit-level VOCs.

==III.A.7 CENTRAL-LEVEL WORKSHIFT POLICY==

===Workshift Policy for Houses===

====I. General Provisions====

::a. Every room and board house member must do five (5) hours a week in workshifts during the academic terms (i.e. Fall, Spring, and Summer periods).
::b. Every room and board house member who remains during academic breaks (i.e. Winter Break, Spring Break, and the periods between the Spring/Summer and Summer/Fall) will owe half an hour (0.5) of workshift for each day they are present at the house during academic break periods. Members shall be responsible for notifying their unit-level managers of when they will be present during academic breaks.
::c. The workshift rate of all co-op members will be set at the workshift rate set by Central-Level each fiscal year. The houses may not lower this rate.
::d. Each house must have a workshift policy in writing.
::e. It will take an absolute majority of the house population to overturn any house level workshift policy.

====II. Workshift Fines====

::e. Workshift fines assessed by each house shall be submitted to the Bookkeeping Department for collection. All such fines shall be placed in the unit’s Habitability Account and may only be used to address habitability issues and/or improve the general condition of the unit, in accordance with the guidelines established for Habitability Accounts.
::f. To overturn workshift fines, the member must win an absolute majority of the house council. If the house denies the appeal, the member may then appeal to AdHoc. However, the member must keep in mind that any workshift appeals to AdHoc will require a preponderance of evidence from the member (as determined by AdHoc) in order to get a hearing. Disputes without evidence will be dismissed without a hearing.
::g. Workshift managers may not dock members at room & board houses more than twice the amount of hours that they missed for a blown shift (Example: For a blown 1 hour shift, the member will not receive that hour and may be docked up to an additional 2 hours).

====III. Workshift Termination====

::h. The Operations Team shall send a courtesy email to a member (and their corresponding workshift manager and house president) who is down 10 or more hours on the workshift site. Member shall be responsible for checking in with their workshift manager to ensure accuracy of hours. It is simply a courtesy email and failure to receive the email does not constitute a procedural error.
::i. Workshift managers shall counsel any member who is down 10 hours and assist them in developing an action plan for making up hours in order to avoid termination proceedings.
::j. Termination proceedings shall be initiated for any member who is down 15 or more workshift hours.
::k. Workshift Managers shall be responsible for reporting this information to the central-level. The Operations Assistant will also be responsible for checking house workshift records each week to identify members that have exceeded the BSC down hour limit.
::l. When a member is identified as exceeding the BSC down hour limit, the following shall occur:
:::i. The Operations Assistant shall issue a 15-day notice of potential termination.
:::ii. The member will be issued a standardized conditional contract requiring that they get to 10 down hours or less within one week and prohibiting the member from falling behind 15 or more hours for the remainder of their BSC tenure.
:::iii. Failure to comply with the terms of the conditional contract shall result in administrative termination of BSC membership.
::m. The above process does not apply for boarders. The down hour limit for boarders is 10 hours; upon reaching this limit the boarding contract will be cancelled.

====IV. Withholding of Seniority Point====

::a. Any member who falls 15 or more hours down shall not receive their seniority point for that term.

====V. Workshift Site====

:: a. All houses shall use the workshift site for recording workshift assignments and workshift hours owed and completed by each member.

:: b. All house members shall have access to a record of their workshift history, i.e. hours owed and hours completed each week, on the workshift site for the semester.

:: c. House Workshift Managers shall be responsible for keeping workshift records up-to-date on the workshift site.

'' Approved by Board 04/16/20''

===Workshift Policy for Apartments===

: I. General Provisions
::a. Every apartment member is responsible for completing twelve (12) hours a semester in workshifts according to the established workshift deadlines in order to avoid workshift fines.
::b. The workshift rate of all co-op members will be set at the workshift rate set by Central-Level each fiscal year. Units may not lower this rate.
::c. Apartment members are not permitted to buy out of their workshift hours for the semester.
::d. Each apartment complex must have a workshift policy in writing.
::e. To overturn any apartment level workshift policy:
:::i. At Rochdale & Fenwick the vote must meet quorum at an apartment council meeting, and be approved by the Rochdale & Fenwick Apartment Manager.
:::ii. At Northside Apartments it will take an absolute majority of the apartment population.

====II. Workshift Fines====
:: f. Workshift fines assessed shall be distributed as outlined in policy IV.O.1

====III. Workshift Termination====
:: g. The Operations Assistant shall send a Notice of Potential Membership Termination to any member who has completed less than the minimum required hours of workshift by the 10th week of the Fall or Spring semester. Member shall be responsible for checking in with their Workshift Manager to ensure accuracy of hours.

::: 1. The minimum number of required hours shall be 1 (one) hour for Fall 2019, 2 (two) hours for Spring 2020 and 3 (three) hours for Fall 2020 and future semesters.

:: h. Failure to fulfill the minimum required hours of workshift by the end of each Fall or Spring semester shall result in administrative termination of BSC membership.
::: 1. The minimum number of required hours shall be 1 (one) hour for Fall 2019, 2 (two) hours for Spring 2020 and 3 (three) hours for Fall 2020 and future semesters.

:: i. Members who move into the apartments mid-semester shall have their required hours to avoid workshift termination prorated.

:: j. The Workshift Manager shall be responsible for reporting a list of members who are terminated for failure to complete workshift to the central-level.

:: k. Members who are unable to complete workshift during regular apartment office hours due to schedule conflicts must request an accommodation and provide documentation regarding their schedule by the end of Week 5 of each term. Apartment Management shall work with these members to provide alternate opportunities to perform the minimum required amount of workshift only if the member’s schedule prevents them from completing workshift during regular apartment office hours.

:: l. Members who require disability-related workshift accommodations should follow the procedure for requesting such accommodations outlined in [https://policy.bsc.coop/index.php/VI.I._BSC_Guidelines_on_Accommodating_Service_and_Assistance_Animals Section V.I.I.B] of the Policy Directory. It is the responsibility of the member to request these accommodations each semester that they are needed.

:: m. The Internal Affairs Committee shall review the effects of this policy at least once every semester until the end of Fall 2020.

'' Approved by Board 05/07/20''

==III.A.8. WORKSHIFTERS AND DISABILITIES==

Individual members with verified disabilities are eligible to receive reasonable workshift accommodations at the unit and/or central-level. Accommodations related to a member’s workshift requirement may be either priority when selecting specific types of shifts/tasks to fulfill their workshift requirement and/or a reduction in workshift hours owed if no other accommodation can reasonably be provided.

:a. To be eligible for a workshift accommodation the member shall provide documentation of their disability to the Housing Supervisor who will determine what reasonable accommodations can be offered. For specific details on requesting and receiving workshift accommodations please see [https://policy.bsc.coop/index.php/VI.I._BSC_Guidelines_on_Accommodating_Service_and_Assistance_Animals Section V.I.I.B].
:b. To be eligible for a temporary or short-term workshift accommodation due to injury, the member shall provide documentation of their injury from a medical professional.
:c. All members with a verified disability on file will receive a confirmation email from the Housing Department which confirms their eligibility for a workshift accommodation. Members must present the email to their Workshift Manager who will assist them with appropriate workshift assignments.
:d. The type of accommodation given will be determined by the Housing Supervisor and will be based upon the nature of the member's disabilities. If an hour reduction is offered, member will be given no less than 3 hours of workshift per week. This minimum requirement also applies to the Summer housing term. Retroactive reductions to workshift hours and/or workshift fines shall not be granted.
:e. Since members living in the apartments owe very few hours per semester, accommodations related to workshift shall be in the form of priority selection of shifts/tasks at the apartment complex only.
:f. No workshift accommodations and/or a reduction of workshift hours may be given by a unit-level manager without appropriate supporting documentation and prior approval from the Housing Department.
:g. Workshift Managers will give priority to members with verified disabilities when assigning shifts, making it possible for members with disabilities to fulfill their workshift at the unit-level. Central-level workshifts may be offered upon the request of the member or in the event no unit-level shifts meet the member’s needs.
:h. The aforementioned workshift accommodations shall not apply to elected and/or hired student leadership positions, including, but not limited to, Director, student executive positions, elected unit-level management positions, and hired central-level positions. Reasonable accommodations for these elected/hired positions shall be provided based on the stated duties and job descriptions for these positions.

==III.A.9. REPORTING NO-SHOWS==
:a. House managers must inform C.O. of a no-show within one week of the start of the person’s contract or within 3 days of notification of the person’s assignment, whichever is longer.
:b. If a house manager does not report no-shows by the no-show date the house is responsible for any late fees incurred. A letter will be sent to the houses with all of the dates for reporting no shows.

==III.A.10. EXTERNAL ENTITIES==
The BSC thrives through community partnerships, and we benefit from collaborating with other organizations hosting events and other activities. In addition, as part of a student community, we seek to share our space with member-affiliated organizations. Members are encouraged to host community events in Unit common spaces as permitted under this policy.

a. '''Use of Unit Common Space by Third Parties for Educational Activities and Campus Organization Meetings'''
:i. With approval by majority vote of their House Councils, BSC Units may authorize third parties to use specific areas of their common space for educational activities, as defined below, and campus organization meetings, as defined below, under the following conditions:
::A. The educational activity or campus organization meeting is determined by the House Council to be consistent with the interests and needs of Unit residents.
::B. The attendance by people who are not residents of the Unit shall not exceed the greater of 20 people or 50% of the occupancy of the Unit (or fewer at the discretion of the Unit’s House Council).
::C. The House Council retains the right to terminate further use by the third party for any reason whatsoever.
::D. “Educational activity” refers to a workshop, speaker presentation, a documentary or other movie screenings, roundtable discussions, forums, a demonstration of skills relevant to University students, and other educational programs.
::E. “Campus organization” is limited to a group whose membership is composed of people who are pursuing higher education on a full-time basis and whose mission is to serve the needs and promote the interests of such students.

b. '''Other Uses of Unit Common Space by Third Parties'''
:i. Any use of Unit common spaces by third parties not permitted under Section III.A.10.c is prohibited except with the prior written approval of the Unit’s House Council and the BSC’s External Affairs Committee. During the Summer, the BSC Cabinet will consider any such requests which would otherwise have been submitted to the External Affairs Committee.
:ii. Applications of third parties to use Unit common space for purposes not permitted under Section III.A.10.a will be considered by EACom (or Cabinet in the Summer) upon submission of a copy of the vote of the House Council of the Unit authorizing that the application be submitted, a completed application form pursuant to Section III.A.10.c.iv, and a BSC Party Notification Form which discloses the third party use and names the Unit Managers who are assuming responsibility for the third party’s compliance with all BSC policies, including but not limited to the BSC Party Policy set forth in [https://policy.bsc.coop/index.php/VII.K._BSC_Party_Policy Section VII.K], for compliance with City of Berkeley laws and regulations, and for the safety of the event. Prior to any such proposed use, the third party must submit to the BSC Executive Director a Certificate of Insurance satisfactory to the Executive Director in her sole discretion, naming the BSC as an additional insured for liability insurance in an amount not less than $1 million.
:iii. The proposed use must comply with all of the terms and conditions of the BSC Party Policy, except with respect to advertising permitted under Section III.A.10.b.iv.
:iv. Third parties are allowed to advertise the event by means of a restricted email list consisting solely of their members and by means of flyers distributed solely to BSC Units. Any other form of advertising not permitted under the Party Policy must be approved in advance by EACom (or Cabinet in the Summer). .
:v. Any Unit applying for permission to allow a third party to use their common space under this policy will be responsible for any breach of BSC policy by the third party granted permission to use the Unit’s common space.

c. '''General Provisions.''' Any use of Unit common space by third parties must comply with the following provisions:
:i. No Unit may charge a fee or benefit financially from the use of the Unit’s common spaces by third parties.
:ii. As a condition of the use of its common space, a Unit may require a third party to make a deposit of funds to the BSC in order to cover any damages to property or housecleaning costs that the Unit may incur as a result of the third party’s use.
:iii. No Unit may permit a third party to use its kitchen without the prior written approval of the Unit’s House Council, the Unit’s Kitchen Manager, the City of Berkeley Environmental Health Department, and the Central Warehouse Supervisor, and only upon providing a certificate of liability insurance naming the BSC as an additional insured in an amount not less than $1 million.
:iv. Using a BSC application form created for this purpose, third parties must agree in writing prior to any use of Unit common space to comply with City of Berkeley or UC noise and social event ordinances and regulations, as appropriate for the specific unit, to comply with BSC policies, and to indemnify and hold the BSC harmless from any injury that results from the third party’s use of the space.

==III.A.11. GENERAL==
:a. Council action is required for the ordering of furniture and two signatures are required on the order.
:b. Stickers shall be placed near all fire alarms in BSC houses announcing fines and criminal penalty for causing false fire alarms.
:c. All houses will have only two keys to their fire alarm control panel; if houses have more than two keys, the alarm will be re-keyed and the house issued two keys.

[[Category: Policy|Unit Operations]] [[Category:Section III - Operations‏‎]]

V.L. Health and Safety Specific to COVID-19

2021-10-21T22:27:43Z

Zoewan: /* Deleted alert message re: Shelter in place order in December 2020 because it doesn't apply anymore */

==V.L.1. COVID-19 CO-LIVING POLICY==
In response to the COVID-19 Pandemic, the BSC must adopt enforceable protocols to follow local and state orders and protect the health of BSC Members and Staff. This proposal explicates BSC-wide, enforceable member requirements for COVID-19 infection control and outlines recommendations. It defines (1) the BSC Social Distancing Protocol and (2) the BSC Health and Safety Protocols, and includes other Protocols that require every BSC Member and Staff to minimize the spread of COVID-19 in the BSC. This Policy includes enforcement mechanisms and empowers the BSC Emergency Response Team to further develop these Protocols as more government-issued orders and public health orders become available.

'''REQUIRED PROTOCOLS'''

'''General'''
:1.) In order to protect employees and members, BSC members and staff must do one of the following whenever they come into contact with outside vendors, professional staff, student staff, or unit-level managers performing essential job functions: (a) wear a mask and practice social distancing or (b) leave all space/s where essential work is being performed until the individual at work departs.

::a. The onus of this guideline is on BSC members and staff (i.e. members and staff should do this without being asked to).
::b. Masks must snuggly cover the face from the bridge of the nose over the chin and be made of a double layer tightly woven fabric.
::c. Student/professional staff, unit-level managers, and outside vendors should feel empowered to and are encouraged to request that members and staff follow this protocol.
::d. If an individual refuses to do (1) or (2), staff, unit-level managers, and vendors have the right to notify their supervisor and leave the environment until employee safety can be ensured.
::e. Members and staff who are able to safely wear masks are expected to have a mask with them at all times.

:2.) Masks must be worn at all times inside Central Office, Central Food & Supplies, the Rochdale Fenwick Office, BSC vehicles, and while performing central-level job duties, except for the following exceptions:

::a. When employees are alone in private offices where others are not likely to enter.
::b. When speaking on the telephone or video conferencing, provided others are not within six feet and they are not at a shared desk.
::c. In designated break areas when eating and drinking.

:3.) Staff, members, and/or vendors who are not able to wear masks for health-related reasons should contact the Human Resources Manager (for staff/vendors) or the Housing Supervisor so that appropriate accommodations can be made to provide services while also protecting the health and safety of others present.

:4.) Members must wear masks in the common space of all units whenever possible (e.g. not required in showers, when brushing teeth, eating, etc. provided that occupancy limits and social distancing requirements are observed).

:5.) Members must practice social distancing (6 feet distance) in common areas whenever possible.

:6.) Unit Presidents must notify the Cooperative Experience Manager by the end of Week 2 of any unit-level policies their Council passes related to COVID-19.

:7.) Non-resident guests at Houses are not allowed, unless House Council votes to make an exception.

:8.) Members at apartments at Northside, Rochdale and Fenwick must receive approval from all roommates prior to a guest visiting.

:9.) Exceptions to these guest policies for health or disability reasons can be made by contacting Betsy, the Housing Supervisor.

:10.) All guests must abide by relevant BSC and unit-level COVID-19 policies and member hosts are responsible for ensuring compliance as a prerequisite to maintain guest privileges.

:11.) Non-resident guests at Houses are not allowed, unless House Council votes to make an exception. Houses must have a bathroom assignment plan that includes provisions for high-risk members and guests. This bathroom assignment plan will be made in consultation with their liaison for a House to have guest exemptions. Houses must comply with all applicable local ordinances and laws.

'''Events and Informal Gatherings'''

:1.) All common spaces (indoor and outdoor) in houses will have a maximum occupancy limit of 6 people. Occupancy limits of greater than 6 people for large common rooms and/or outdoor areas may be proposed by Unit Presidents and approved by the ERT. Accordingly, all gatherings within common space must abide by the occupancy limits.

:2.) Apartment managers will work with their Unit Liaison and the ERT to determine the occupancy limits of their common space.

:3.) Unit-level Managers may not organize, assist, or encourage in-person indoor events or gatherings of any kind, including parties, dinners, and Council if larger than established occupancy limits for the indoor space.

:4.) Unit-level Managers may organize, assist, and encourage in-person outdoor events and gatherings under the following circumstances:

::a. On BSC property: Exclusively outdoor and within the occupancy limit of that space. Members should wear masks and practice social-distancing at all times. Guests from outside of the unit are not allowed.

::b. Off BSC property: Members should wear masks and practice social-distancing at all times, including following any COVID-19 guidelines listed for that space.

:5.) Unit-level Managers may organize, assist, and encourage virtual events (e.g. virtual council).

:6.) The Member Resources Supervisor (liaison for Social Managers) and the Social Manager Coordinator are empowered to make temporary adjustments to Social Manager job duties to meet the unique needs of members and manager teams during the pandemic.

::a. These adjustments should be reported to the Experience & Training Committee so that ETCom may review them, if needed.

'''Food Service'''
:1.) Cooks, members serving dinner, and kitchen workshifters must wear masks at all times.

:2.) Houses must implement staggered meal times, serving dinner “cafeteria style”, (with one person serving each food item to everyone else), or other strategies to minimize risk during meals, (e.g. serving dinner outside if possible).

:3.) Houses will issue individual utensils and dishware and implement policies to give extra care to sanitizing communal utensils and kitchenware.

:4.) Do not share drinks, eat off of others’ plates, or share utensils with others without thoroughly washing them.

:5.) Do not touch any bulk food items (e.g. cereal, bread, dried fruits/nuts, etc.) with bare hands.

:6.) Do not leave food out on “free tables”.

'''Free Piles'''
:1.) Managers will continue to keep all free piles closed.

:2.) Members will not deposit or take items from the free pile.

'''Self Isolation & Quarantine Procedures'''

:1.) Members directed by University Health Services or the Berkeley Public Health Division to self-isolate or quarantine must follow the instructions given by the ERT and/or Covid Action Team.

:2.) All residents moving in for the Fall 2020 contract who did not reside in the BSC during the summer must sequester for 7 days. This includes:

::a. Staying in their room as much as possible. Members may not spend time in indoor common space, but can use outdoor common space if they are alone.

::b. Using their designated bathroom.

::c. Wearing a mask whenever they are outside of their bedroom.

::d. Staying out of the kitchen. Food will be delivered to them. [Required for Room & Board houses only]

:3.) The ERT will create a small working group to support African American Theme House, Person of Color Theme House, Sherman, and/or other units with a high number of new members with their new-resident sequestration protocols.

::a. Group must seek input from incoming managers at each of the above units

::b. The working Group will consist of the Cooperative Experience Manager, unit liaison, and Covid Action Team.

'''Education for Required Protocols'''
To ensure that all members understand these requirements and have opportunities to ask questions and provide feedback:

:1.) Signage displaying the requirements must be posted in a visible location at every BSC property prior to the Fall 2020 move-in day. Central-level staff are responsible for creating the signs and Health Workers are responsible for posting them.

:2.) Manager teams must review these requirements during their unit’s first council meeting.

:3.) All members will be emailed a copy of these requirements by the Housing Department within a minimum of 7 days prior to the Fall 2020 move-in day.

:4.) The Member Resource Supervisor is directed to include this information in New Member Orientation materials.

'''RECOMMENDED PROTOCOLS'''

:1.) Members are encouraged to seek testing prior to or immediately upon arrival during their self-sequester period.

:2.) Members who test positive, experience symptoms, were directed by a medical or public health provider to get tested, or were exposed to someone who tested positive should heavily consider following BSC protocol for reporting to the ERT and unit-level managers.

:3.) Development of “social bubbles” within houses.

:4.) Unit-level managers should support and encourage frequent COVID-19 testing by members.

:5.) Unit-level managers should support non-UCB membership in identifying COVID-19 testing resources with the support of the ERT and the Covid Action Team.

:6.) Members are encouraged to socialize in outdoor spaces whenever possible.

:7.) Opening windows (to increase ventilation) while socializing indoors when possible.

:8.) Members should be mindful of their activities outside the house (i.e. attending large parties or gatherings in other places) and should shower and change clothes upon returning.

:9.) Follow the guidelines given in the BSC Health and Safety Protocol

Health Worker Coordinator

2021-09-29T17:20:51Z

Zoewan: /* updated MRS to MRC */

The Health Worker Coordinator (HWC) is responsible for managing the BSC Health Worker Program by training, supervising, and supporting health workers. The HWC is charged with ensuring that Health Workers continue to promote health in the BSC through core health promotion strategies: community-level engagement/education, peer support, and appropriate referral. The HWC is also a student liaison between the BSC and University Health Services Health Worker Program, University Health Services, and other health promotion organizations. The HWC should be hired the semester before his/her/their duties begin.

====Job Duties====
1. With assistance from the Member Resources Coordinator, develop a plan for how the HWs, HEC, and HWC should respond to a variety of health concerns, including medical emergencies.

2. Coordinate with the Member Resources Coordinator to hold First Aid and CPR training for all HWs by Week 4.

3. Maintain stock of safer sex and first aid supplies and distributes supplies to HWs and/or units.

4. With assistance from the [[Health Education Coordinator]] (HEC), plan and implement HW training by week 4.

5. Training topics should include but are not limited to:
:a) BSC policies, practices, and resources regarding health and safety, especially sexual assault response and substance use reporting
:b) Substance abuse prevention and intervention
:c) Appropriate medical emergency response
:d) Communicable diseases; and appropriate referrals to the Tang Center and other health organizations.
:e) Mental health / Mental health first aid
:f) Consent
:g) Peer advising and survivor support
:h) Health Worker job duties and responsibilities

6. Meet with all new Health Workers and corresponding House Managers at the beginning of each semester (but after the Health Worker training) to discuss the specific needs of that unit and set goals for the semester, specifically tailored to the needs/past of that unit.

7. Organize and cohost biweekly meetings for HWs with the HEC, which should include bringing in outside professionals and speakers to provide specialized education, as appropriate.

8. Ensure that the HWs are fulfilling the duties of the Health Worker job description and provide feedback to unit House Managers and House Presidents regarding workshift completion.

9. Be on-call to assist HWs in responding to resident health concerns by providing appropriate referrals and identifying BSC and community resources. The HWC is encouraged to have one-on-one check-ins or weekly open office hours with HWs to maintain a supportive relationship and ensure HWs have what they need to support the members.

10. Ensure institutional memory by archiving training outlines, workshop templates, health tips, and other resources on the health worker google site and the BSC website.

11. Provide health tips, health supplies, and on-call support to units without their own Health Worker. (might become irrelevant if health worker is mandatory)

12. Maintain records of the frequency and types of health-related consultations and analyze ongoing health and response needs.

13. Maintain close working relationship/interaction/support system with HEC in order to fully support HW program and general membership support

14. Work with House Presidents to solicit and recruit new candidates for unit Health Workers to ensure maintenance and understanding of the expectations of the HW position within the house.

====Skills/Knowledge Required for Job Performance====
1. Must demonstrate strong multitasking and organizational skills.

2. Must demonstrate strong interpersonal, oral, and written communication skills.

3. Must be able to work independently.

4. Must be committed to public health and harm reduction.

5. Ability to receive and offer feedback constructively.

6. Some teaching experience (deCal facilitation, for example) is strongly preferred, but not required.

7. Past health worker experience or a public health background is strongly preferred, but not required.

8. Willing to seek additional training independently.

====Entry Level Experience/Education Required====
Must be a BSC member for the term of job.

====Additional Requirements====
1. Respond to calls and emails within 24 hours during the business week.

2. Meet bi-weekly with the Member Resources Coordinator.

3. Confer with the Health Education Coordinator to discuss and set common goals for the semester.

4. Keep a project log, including the hours spent on each project, to be submitted to the Member Resources Coordinator.

5. Keep records of relevant information and work done and prepare best practices and exit documents for the next HWC/HEC.

6. Incoming HWC shall meet with the Member Resources Coordinator, Mental Health Consultant, and current HWC to be trained and transition into position.

'''Term of Job:''' One semester (may be extended based on performance). Fall and Spring only

'''Hours per Week:''' 8

'''Basic Pay Rate: Workshift Rate

'''Hired by:''' Hiring Commission

'''Immediate Supervisor:''' [[Member Resources Coordinator]]

'''Working Conditions By:''' BSC Personnel Code

'''Created:''' Spring 2011

VII.I. Distribution/Manufacturing/Cultivation Policy

2021-09-29T17:19:04Z

Zoewan: /* updated MRS to MRC */

The distribution, manufacturing, or cultivation of controlled substances is strictly prohibited on BSC property. These behaviors jeopardize the organizational mission of providing quality low-cost student housing by:

:*Jeopardizing the health and safety of BSC members
:*Creating a very real risk of organizational censure from increased law enforcement attention
:*Creating a reasonable possibility of increased rental costs due to lawsuits, subsequent decreased occupancy, and more expensive property insurance
:*Fostering an environment that is not consistent with scholastic endeavors
:*Bringing outsiders onto BSC property to purchase, sell, or distribute controlled substances

Any person who suspects a member of the distribution, manufacturing, or cultivation of controlled substances on BSC property is encouraged to report these offenses to the Member Resources Coordinator or a house manager, who should subsequently report it to the Member Resources Coordinator.

The confidentiality of the informant will be maintained and reports may also be anonymous.

The Member Resources Coordinator or an appropriate factfinder will conduct an investigation and send the issue to the Enforcement Committee (see AdCode Section XXIV). A violation of this policy shall result in termination unless a two thirds vote of the Enforcement Committee finds that a conditional contract will reasonably prevent the risk of an occurrence.

VI.J. BSC Programs Board

2021-09-29T17:17:56Z

Zoewan: /* updated MRS to MRC */

'''BSC Programs Board'''

The Programs Board is responsible for planning and executing BSC-wide programming in order to foster member education and engagement across the entire organization. Additionally, the Programs Board is responsible for encouraging BSC-wide community building by fostering co-oper pan identity within the membership. Specifically, the Programs Board should strive to coordinate a minimum of five events each academic year that are social and/or educational in nature. By doing this, the Programs Board should also strive to develop events that are both well-attended and well-received by the BSC membership.

:'''1. Duties and Responsibilities of the Programs Board'''
::a. The Programs Board shall work work directly with the the Member Resources Coordinator (MRC) primary, and when necessary shall work with Cooperative Experience Manager (CExM), and other relevant parties within and outside the organization, in order to fulfill its duties as a programming body. They will consult with the Member Resources Coordinator on what sort of programming should be planned and executed in a given contract period. In addition, they will work with the Member Resources Department to both advertise and execute the events developed by the Programs Board.
::b. The Programs Board shall be supervised by the Member Resources Coordinator. The Programs Board will be chaired by the Social Manager Coordinator (SMC) who will be tasked with facilitating meetings, maintaining communication between parties, supervising the Programs Board, and ensuring that programming is being planned and executed.
::c. At the beginning of the Fall and Spring contract period, the Programs Board will develop a semester-long program calendar with the Member Resources Coordinator. The program calendar should outline the Programs Board’s events for the respective contract period and include itemized budgets for each event. Additional funding may be provided by ETCom or other available funds from other external sources.
::d. The Programs Board shall have a Programming Budget in order to coordinate and execute events developed by the Programs Board. The Programs Board and Member Resources Coordinator shall have total discretion on how the budget is spent, but it must be approved by the Member Resources Coordinator. Additional funds may be provided by other budgets, but must be brought forward to the Member Resources Coordinator. In addition, they should solicit funds from units in the case that multiple units are collaborating for a major inter-unit event.
:'''2. Composition and Compensation of the Programs Board'''
::a. The Programs Board shall be composed by the following: the Member Resources Coordinator, the Social Manager Coordinator and (3-4) members, preferencing current and/or former Social Managers from the entire organization. The Cooperative Experience Manager will be an additional adviser to the Programs Board (when needed).
::b. Ideally, the Programs Board should be composed of current and/or former Social Managers from various units and size. The Cooperative Experience Manager, Member Resources Coordinator, and the Social Manager Coordinator have total discretion on the recruitment and selection of the Programs Board. However, the composition of the Programs Board must be finalized by week 3 of the contract period.
::c. Programs Board members will be compensated at the workshift rate for 12 hours each week to be allotted among the programs board members at the discretion of the Social Manager Coordinator and the Member Resources Coordinator during the fall and spring contract periods.

V.K. BSC Emergency Preparedness Plan

2021-09-29T17:11:50Z

Zoewan: /* updated MRS to MRC */

==V.K.1. POLICY DESCRIPTION==
This policy creates a process to reduce the chance of bodily harm inflicted onto the members of the BSC in the event of an
emergency. To this end, the policy will

:1. Define the numbers of members that must be trained for each house, and state explicitly the responsibility of the house-level management in being one of the trained members of each house. The area of training shall include, but not restricted to, search and rescue, first aid, and fire suppression.

:2. Define the process for which each house shall follow to inventory the emergency response kit (ERK). The content of this kit shall be reviewed by House Managers under the supervision of the Member Resource Coordinator (MRC) every semester, with a planned review and circulation of expired materials to occur every summer.

:3. Established a regular meeting for major stakeholders in the BSC emergency plan such that they can review existing plans and consider modifications.

==V.K.2. THE INVENTORY PROCESS==
• As a part of the requirements of the position, the House Managers will become responsible for taking inventory of the ERKs at each house. The House Manager is required to take the inventory of and order necessary supplies for all houses’ ERKs once per semester which will be done in collaboration with the MRC.

• Every semester, the Cloyne Facilities Manager, Rochdale Facilities Manager, Member Resource Coordinator and any other interested or affected parties will review the readiness plan, current state of supplies, inventory and note sites for resupply. It is strongly recommended that the Executive Director and Operations Manager attend these meetings as well.

• To make the process more efficient, the House Manager should use assistant(s) to take inventories. This assistant can be a House President or any member from the house. Any assistant who helps take inventory will receive HI or workshift compensation for their time (as determined by their house management).

• By week 6, House Managers must locate their respective ERK and must place a copy of their house Emergency Preparedness plan there, along with emergency contact information of house members. In addition, a copy of the house Emergency Preparedness plan must be made available to all house members for their personal review. By week 11, they are required to provide the Member Resource Coordinator with an inventory of the ERK. House Managers who do not do so will be at risk of losing 5% of their central level compensation.

• The Member Resource Coordinator is required to order any supplies needed to adequately stock the ERKs (per the Emergency Kit Necessary Materials list), ordering as many supplies as is possible through CK, and notify House Managers of the approximate date of arrival of supplies, as well as provide them with a detailed bill of all items ordered and the cost of each.

• Houses are responsible for financing the restocking of their ERK, determining with the accountant for the BSC and the Member Resource Coordinator which house account they would like the supplies to come from.

• House Managers will remain responsible for changing the water in their water barrels once every 1-2 years.

• The Emergency Kit Necessary Materials list shall be changed to include only the amount of supplies that are necessary to adequately serve the house in the case of an emergency, eliminating superfluous supplies. The MRC maintains a list of these supplies (see attached sheet).

==V.K.3. THE MEMBER'S TRAINING PROCESS==
'''Community Emergency Response Team (CERT) Trainings'''

• Each house must send their House President, House Managers and Maintenance Managers to at least one CERT Training held by the Berkeley Fire Dept; other managers are encouraged to attend.

• Each house will be required to send at least 3 managers, with 5 required for large houses (Cloyne and CZ), Fenwick, and Rochdale, to CERT Trainings. It is strongly recommended that managers evenly attend Search and Rescue, Disaster First Aid and Fire Suppression.

• The Member Resource Coordinator is responsible for, at the beginning of the semester, reminding House Managers of the minimum member training requirements of their house and directing them to the site where training dates are posted.

• The House Manager will become responsible for ensuring that their minimum member requirement is met and will themselves send in registration requests to the Berkeley Fire Dept, copying the email to the MRC.

• Each member who attends a CERT training must bring back a form signed by a CERT instructor to the MRC by the 11th week.

• Managers/members who register for training and cannot attend must find a replacement from their house to attend in their place or notify the Berkeley Fire Dept in advance that they will not be making it. They must also notify the MRC of any changes made. The Berkeley Fire Dept will provide the MRC with a list of those co-op members who did not attend the trainings that they registered for. Any members who did not arrange for a replacement or give the Fire Dept advanced notice that they wouldn’t be making it will be fined. The Member Resources Coordinator will fine houses $25 for each no show, and House Managers may choose whether or not to levy the fines to the individual member who did not
attend.

• All House Presidents, House Managers, and Maintenance Managers who do not complete their CERT training requirement (attending at least one training each semester) shall be fined according to the central level manager oversight policy of a fixed $50 compensation loss for each manager that does not complete the CERT training, as determined by the Member Resources Coordinator.

• The House Manager is to supply the names of the trained people to C.O. and C.O. is to keep an active list of trained people in each house.

'''Member Training Video'''

• The MRC is responsible for showing the video to managers at managers training.

• All BSC members need to watch the video at least once during their membership.

• The MRC is responsible for providing emergency information to members that is specific to the cooperative community during the showing of the video to make it more appropriate to the BSC.

• It is recommended that the MRC conduct inventories in tandem with the Habitability Inspections process (Contact the Operations Manager for more info).

'''Emergency Evacuation Drill'''

Houses are required to complete an emergency evacuation drill by the 7th week of each semester, to be led by the House President in collaboration with other managers and the MRC. The drill shall include:

:1. A presentation at a house council preceding the drill, including the following information: fire and earthquake response procedures; the locations of all exits, fire escapes, evacuation routes, fire extinguishers and fire alarms; the location of the e-kit, water barrels, and food cache; the location of the emergency assembly area; a review of the roles and responsibilities assigned in the House Emergency Plan.

:2. A drill which simulates an emergency evacuation. Separate fire and earthquake drills can be held or they can be incorporated into one drill. Aspects to be included in the drill are: how to respond to an earthquake; all possible evacuation routes; a run-through of the roles assigned in the House Emergency Plan; house assembly at the emergency assembly area. The drill must include practice of plans for disabled persons in all houses (for both ADA and non-ADA accessible houses this include plans for the deaf and blind). Optional: The use of mock injured persons during the drill to simulate a real earthquake and multi house drills utilizing the disaster caches.

:3. Participate in a coop-wide emergency drill whose date and nature is decided by ETCom.

'''Directive for Central Level Moving Forward'''

• Central Level has determined that we shall create 3 locations to house food supplies to be used for the entire membership
in the event of a large-scale emergency. Food will be stored in a shed in a parking spot at Northside Apartments, in a parking
structure at Oscar Wilde, and in a shed at Rochdale. There will be enough food (2000 calories per day) for every member
for 3 days. The food will be inventoried and rotated by central warehouse staff annually.

• Annually, the Member Resource Coordinator will be responsible for designating a BSC on-call or other employee to review the contents of the food caches in question and will arrange their replenishment according to need, in collaboration with CFS, who will order the supplies. Soon-to-be-expired food will be redistributed and billed to the houses.

Summary of Recent Action & Policy Changes

2021-09-29T17:09:05Z

Zoewan: /* updated MRS to MRC */

The following is a list of the major policy changes made over the last year followed by brief description of the new policy. While it does not represent all of the policies that have been examined, changed, or created, it strikes out only to give new board reps a sense of some of the most important changes made to the governing documents of the co-op.

The list proceeds in reverse chronological order, starting with fall 2013 and ending with fall 2010. For those unfamiliar with the co-op’s policies, the summer board is only empowered to take up minor policy changes and to use a fraction of the budget and for that reason the notes from summer 2011 cover information that would ordinarily have been stricken from this list.

==Spring 2014==

[https://docs.google.com/document/d/1Xvhe-urqIiP8Pnrvk7GLZLeB9yGDZrEwxvJnTYGDTjo/edit?usp=sharing List of policy changes.]

==Fall 2013==

[https://docs.google.com/document/d/12sAiMUT7ynV2DyHQDDqVuRtulmcHbB_R5W_iZ46MN1w/edit?usp=sharing List of policy changes.]

==Summer 2011==
;Social Manager Training
:This policy requires Social Managers to attend trainings conducted by the Member Events Coordinator beginning of their tenures that cover the BSC Party Policy among other things. Previously, Social Managers were not required to attend Central Level trainings, making it difficult to hold them accountable to certain Central Level policies.

;Conflict of Interest Policy
:Set basic guidelines that committees hearing adjudication issues can use to determine whether a committee member needs to be recused. The goal of the policy is to increase a sense of fairness and legitimacy members hold towards adjudication decisions.

==Spring 2011==
;2011 summer Board of Directors description 4/28
:Gave the summer Board of Directors specific powers to modify the housing assignment process to more smoothly implement our freshly minted housing software, empower the Member Events Coordinator engage in the newly required Social Manager training requirements, and to adopt new Emergency Services policies. More than anything, this vote highlights the restrictions placed on the summer Board of Directors, who ordinarily would not be able to make such changes.

;Investment Management Committee
:This committee is designed to guide and manage the BSC’s investments, suggest investment strategies, and draft policies that will, after board level approval, assure a steady growth of our invested funds. Additionally, the committee will monitor the risk associated with our investments and assure that it falls within acceptable bounds. Chaired by the Executive Director, the Investment Management Committee will meet quarterly to carry out its charge.

;Pet Policy Exception – The Chickens of Kingman Hall
:I mean, come on? Who doesn’t love chickens? They make eggs, they make noise, they are wonderful! And more than anything, Kingman has a ton of them. Or at very least a few, I’m not really sure…

;BSC IT Plan
:This policy lays out basics technology specifications to be implemented in all the houses from this point forward. It aims to standardize our technology purchases, which should allow for more thorough trainings for Network Managers since central level staff will be able to more easily understand the network layouts of each house. It also sets minimum technology requirements to be met by each house and provide central level support for these technologies.

==Fall 2010==
;Substance Abuse and Distribution Policy, passed on 12/9-11
:Reworked the substance abuse policies of the BSC, making clear what we characterize as substance abuse, clarifying the organization’s stance on the abuse of substances, making clear adjudication procedures to employee when substance abuse comes to light, and laying out a framework for members to voluntarily seek help with substance abuse issues. The decision to rework this policy came from need to rework the existing policy which was deemed inadequate for the organization’s needs in light of several drug-related incidents. The new policy also distinguishes between distributors and consumers of controlled substances, laying harsher penalties on those selling when compared to those levied against consumers.

;Organizational PNG Policy 11/18
:Creates the BSC wide PNG, defining it as affecting nonmembers who have been PNGd from one or more houses and whose behavior is dangerous to themselves, others or property and whose behavior would result in a termination were they a member. This policy also lays out the adjudication procedures for Organizational PNGs and describes the ways in which s PNGs can be overturned.

;Staff Issued Conditional Contract Policy 11/18
:Describes the appropriate use and implementation of conditional contracts – the contract offered to a member whose behavior has been deemed inappropriate or in violation of some other policy –and makes clear that centrally issued conditional contracts take precedence over unit level conditional contracts. Additionally, this policy outlines the protections afforded by any member when a conditional contract is offered.

;Use of Unit Common Spaces by Third Parties (a.k.a. Venue) Policy 11/4
:Streamlined the process by which houses approved the use of their common spaces by outside entities. Previously, houses needed seek board approval in order to allow third parties to use their space.

'''Last Board meeting of Summer 2010'''
:• Alteration of Conduct Committee Screening Committee

'''May 6, 2010'''
:• Student Executive Compensation Change
::o President gets 100% stipend, expected hours are 18-22
::o VPs get 75% stipend, expected hours are 15-18
:• Creation of the Conduct Committee
::o ConCom is like AdCom, but for conduct cases.
::o ConCom is empowered to interpret and apply PD §VII, and §20 of Member Contract.
::o Note: We created a conduct committee, largely to get Cabinet out of the business of adjudicating conduct cases and back into the business of leading and managing the work of the Board, etc. See notes on the OpCom and GovCom google sites.
:• Alteration of the bylaws to empower the Conduct Committee to terminate membership
::o Creation of Conduct Committee Chairperson position
:• Alteration of the Administrative Committee
::o Members now serve 1-year terms
::o AdCom now explicitly handles only the AdCode and Member Contract (except §20, which is handled by ConCom)
:• Alteration of AdCom Chair from 5 hours per week to 3.5 hours per week
:• Creation of Advisory Committee
:• Capital Affairs Committee changed to full standing committee
:• Governance committee made permanent, activated to address specified issues on a semester basis
:• Committee composition as follows: FiCom is 5, OpCom is 5, all others are 3-5.
::o Each committee may have as one non-voting member a member of the Alumni Board
::o No Board rep on MaintCom
::o No Board rep on ITCom
:• Authorize outgoing VPIA, incoming VPIA and VPOp, and incoming Summer President and VP to make alterations to the Board manual that are necessary for consistency with the totality GovCom’s proposals passed by Board
:• Housing Receptionists reclassified as room and board positions at workshift rate
:• CW Sup and Assistant CW Sup will both now 25 hours per week in Summer
:• Alteration of all Member Resource student jobs
::o In Spring 2010 each MR student job was reconstructed from the job advertisement; all job descriptions had been lost. POpCom did not have time to look more comprehensively at the department’s mission, or how each job helps to fulfill it. Accordingly, this work must be continued, hopefully in the Fall 2010 semester. Some changes that were made include the following:
::: Disabled Access Coordinator renamed Disability Access Coordinator, new emphasis on advocacy. We might want to change this position to “Accessibility Coordinator”.
::: HiCom Chair supervised by ED instead of MRC, given responsibility of advertising open positions
::: Elimination of Conflict Resolution Coordinator
::: Member Events Coordinator now Member Events Coordinator, refocused on member events, supervised by the MRC.
::: Coordinator of Outreach, Diversity, and Anti-discrimination still has a role in the hiring process. These functions should somehow be shifted under the supervision of the ED, who has the responsibility for HR within the BSC.
::o Alteration of CK student jobs
::o Creation of Healthworker program
::o Creation of Summer Management Oversight system

'''April 29, 2010'''
:• Elimination of InfraCom
:• Elimination of PopCom
::o Split into HR and OpCom
:• Elimination of KitchCom2
:• Elimination of SafeCom
::o HRCom now addresses employment safety
::o OpCom and CACom address member safety
::o Conduct Committee now handles interpretation and application of the party policy
:• Elimination of MSMECom
:• Creation of HRCom
:• Creation of OpCom
:• Creation of ETCom
:• Creation of CACom
:• Alteration of VPIA
::o We should probably change this job to VP of Personnel, and accordingly alter the bylaws to say “there must be at least 4 executives: the president, VPPer, VPOp, and VPFA” or what have you
:• Elimination of VPMA
:• Creation of VPOp
:• Creation of VPME

'''April 8'''
:• Approved the continuing fiscal sponsorship of the BSFC
:• Approved the Cloyne/GSPP MOU draft

'''March 18, 2010'''
:• Passed 2010-2011 Budget

'''March 4'''
:• Approved the Rochdale lease amendment
:• Revised the Healthcare coverage package to offer two carriers (Aetna & Kaiser) with a Health Reimbursement Account (HRA). Formerly the plan was two carriers (Blue Shield and Kaiser) with a Health Savings Account (HAS).
:• Altered Spring contract date language in the AdCode (to account for change in UCB scheduling)
:• Approved African American Theme House contract addendum
:• Created priority assignment for Northside disabled accessible apartments February 11, 2010
:• No policies passed (conducted elections, approved CAWs & continued Rochdale lease discussions)

'''December 10, 2009'''
:• Board selected new finance auditors
:• Alteration of summer contracts to fixed periods
:• Creation of a Budget assistant
:• Revision of OM job description and salary range alteration
:• Board facilitator position eliminated (PD I.A.12.)
:• AdCom Chairperson position created (PD I.A.12.), and VPIA job description correspondingly altered
:• Governance Committee created (PD I.B.14.)

'''November 12, 2009'''
:• Housing department job descriptions updated to reflect current functions
:• Assistant housing supervisor job hours increased to 40 per week
:• Housing Assistant position created to help out in busy Spring period with hours from receptionists in the Fall
:• Business ethics guidelines adopted

'''October 9, 2009'''
:• HR Research Group authorized
:• HR Administrator job description approved
:• House-level management working group authorized (p.55 of Board Packet) August 6, 2009
:• BSFC Fiscal Sponsorship through sooner of Fall or until store opens

'''May 7, 2009'''
:• ED Job Description
:• Disaster Readiness Policy (Section V.K of the PD)
:• KitchCom (Section I.B.13 of the PD)
:• Guest Policy
:• BAPS Procedure
:• CloyneCom Summer Directive
:• POpCom Description
:• Hal Norton Cooperative House Award

'''April 30, 2009'''
:• Member Referenda Policy (I.D. of the PD)
:• Elections (I.C. of the PD)
:• Cabinet Member-at-Large General Job Description
:• ITCom Summer Mandate & Extension
'''April 16, 2009'''

:• Government Returns (IV.D. of PD)
:• Manager Information Reporting (III.A.10 of PD)

III.A.3.1.c. Unit-Level Manager Specific Job Duties

2021-09-29T17:05:55Z

Zoewan: /* updated MRS to MRC */

::The following are the duties and responsibilities each specific unit-level position is expected to perform in order to work effectively with the central-level and other unit-level managers to provide the best possible services to members. These minimum guidelines are specific to each unit-level position and are in addition to the Expectations of All Unit-Level Managers outlined above. The percentages indicated are included as estimates for the amount of time each component of the job should take (e.g. budgeting should take approximately 15% of the overall time a Kitchen Manager will need to put in to complete all of the duties assigned to Kitchen Managers) and are included for unit-level managers’ information only in order to assist with planning and time management while learning their duties.

<noinclude>
====i. Position Description for Finance Managers====
</noinclude>
<includeonly>
::i. '''Position Description for Finance Managers'''
</includeonly>
:::A. '''Budgeting & Accounting (100%)'''
::::• Meet with outgoing Finance Manager to exchange information, checkbook/register, financial records, and to receive unit-specific job training.
::::• Attend a finance orientation with the Accounts Payable Specialist at the beginning of each term.
::::• Add and update signers on the unit checking account at the beginning of each term.
::::• Maintain records of the house decentralized and checking accounts and all expenses.
::::• Balance the house budget and provide members with budget status updates at each council meeting.
::::• Pay all bills owed by the house.
::::• Collect fines, if necessary.
::::• Reconcile unit checking account and statement monthly with the Accounts Payable Specialist.
::::• Pick up reimbursement checks from Accounting Department.
::::• Deposit all checks or arrange for their deposit.

<noinclude>
====ii. Position Description for House Managers====
</noinclude>
<includeonly>
::ii. '''Position Description for House Managers'''
</includeonly>
:::A. '''Unit-Level Operations (50%)'''
::::1. '''Preparation for the Start of the Term & Move-Ins'''
:::::• Meet with outgoing House Manager to exchange information and receive unit-specific job training.
:::::• Send a welcome email to all members new to your co-op three weeks prior to move-in day to provide contact information and important details about your unit, move-ins, etc.
:::::• Be present at the co-op the Sunday before move-in day.
:::::• Meet with the manager team, clean, and prepare the co-op for move-ins.
:::::• Set team goals and meeting schedule for the semester.
:::::• Ensure vacant rooms are clean and stocked with all guaranteed furniture (i.e. bed frame, mattress, desk, chair, dresser, and closet/armoire).
:::::• Order furniture from CFS if necessary.
:::::• Inventory and ensure that there are sufficient house and room keys to distribute during move-ins.
:::::• Promptly respond to emails and calls from members to coordinate move-ins.
:::::• Move members into their temporary rooms.
:::::• Conduct room bids and ensure that all members are informed of room bid policy and procedure prior to bidding.
:::::• Advertise and sell parking to your members. Inform the Accounts Payable Specialist of parking assignment and charges.
::::2. '''Member Relations and Support'''
:::::• Plan and coordinate a fun and informational new member orientation and community building event during week 1 (in conjunction with the unit management team).
:::::• Promptly respond to emails and calls from members regarding questions and members’ needs throughout the term.
:::::• Share the weekly Member Resources Newsletter and other organizational information with members.
:::::• Check in with members individually a minimum of twice each semester to answer questions, get feedback, or offer support.
:::::• Uphold community agreements, house by laws, and BSC policies.
:::::• Work to promote awareness and accessibility for members with disabilities.
::::3. '''Move-Outs and End-of-Semester Duties'''
:::::• Coordinate move-outs ensuring that members leave their rooms and co-op furniture clean and in good condition.
:::::• Turn in check-out slips for any members who leave the house owing money, within 10 days of departure and/or at the end of each semester.
:::::• Meet with the incoming House Manager to exchange email account, records, and relevant information.
:::B. '''Central-Level & External Relations (20%)'''
::::• Report no shows to the Housing Supervisor by the Monday after move-in day if you have not heard from a member on your house list.
::::• Provide a list of permanent room assignments to Member Resources Coordinator(MRC) after room bids each term.
::::• With the Maintenance Manager, ensure completion and submission of Room Condition Reports by week 4 of each term.
::::• Notify central-level liaison within 24 hours of any incidents of medical, police or other emergency interventions and/or any injury, safety, or security-related incident.
::::• Report complaints of discrimination, harassment, and sexual assault to MRC or ED within 24 hours.
::::• Notify central-level liaison if you will be away from the co-op for more than 2 days.
::::• Maintain positive external relations with outside entities, such as neighbors, police, and fire department.
:::C. '''Budget (15%)'''
::::• Attend a finance orientation with the Accounts Payable Specialist at the beginning of each term.
::::• Add and update signers on the checking account at the beginning of each term.
::::• Maintain records of the house decentralized and checking accounts and all expenses.
::::• Balance the house budget and provide members with budget status updates at each council meeting.
::::• Retrieve Purchase Order (PO) card from Central Office and promptly turn in all receipts.
::::• Pay all bills owed by the house.
::::• Collect fines, if necessary.
::::• Reconcile unit checking account and statement monthly with the Accounts Payable Specialist.
::::• Pick up reimbursement checks from Accounting Department.
::::• Deposit all checks or arrange for their deposit.
:::D. '''Habitability and Emergency Response (15%)'''
::::• Complete all specific habitability duties as delineated in the Unit-Level Manager Habitability Responsibilities Policy.
::::• Monitor the condition of common space and bedroom furniture. Manage storage, purchase, and disposal of all furniture to ensure compliance with fire safety, disabled access, and habitability.
::::• Complete all specific duties related to emergency response and preparedness as determined by the unit-level manager team.
::::• Complete a unit-level emergency plan using the BSC template each term with assistance from the House President.
::::• Collaborate with the House President to sponsor, promote, and participate in an Emergency Response Workshop guiding the members through the House Emergency Plan.
::::• Collect emergency medical and contact information from each member and put a copy with your E-Kit by week 6.
::::• Attend a CERT Training class with the Berkeley Fire Department each semester.
::::• Maintain a list of unit-level managers that have been CERT trained and ensure that the unit has the required number of trained individuals (3 for small/medium units, 5 for large units).
::::• Conduct an inventory of the unit's emergency kit and water barrels each Spring semester and replace any missing or damaged items.

<noinclude>
====iii. Position Description for House President====
</noinclude>
<includeonly>
::iii. '''Position Description for House President'''
</includeonly>
:::A. '''Unit-Level Operations (70%)'''
::::1. '''Preparation for the Start of the Term & Move-Ins'''
:::::• Meet with outgoing House President to exchange information and receive unit-specific job training.
:::::• Be present at the co-op the Sunday before move-in day.
:::::• Meet with the unit-level manager team, clean, and prepare the co-op for move-ins.
:::::• Set team goals and meeting schedule for the semester.
::::2. '''Member Relations & Support'''
:::::• Post a new hard copy of the by-laws and email a copy to every member pointing out important rules and expectations each term.
:::::• Assist members and managers with conflict resolution.
:::::• Inform members about BSC news, events, and opportunities.
:::::• Inform members how unit-level managers and central-level staff can assist them with various needs.
:::::• Check in regularly with members and address their needs and concerns.
::::3. '''Community Development & Facilitation'''
:::::• Provide leadership with the House Manager to plan, coordinate, and participate in a house orientation and welcome event by the end of week 1.
:::::• Facilitate a community agreements meeting with all unit members to discuss member needs, expectations, and guidelines at the beginning of each term.
:::::• Set a unit council schedule and actively encourage attendance by all members.
:::::• Set and publicize council agenda at least 24 hours ahead of time.
:::::• Facilitate all council meetings.
:::::• Sponsor, coordinate, promote, and participate in individual unit-level workshops focused on the following topics:
::::::i. Anti-Discrimination
::::::ii. Consent
::::::iii. Disability Access and Awareness
::::::iv. Harm Reduction
:::::• Coordinate additional meetings and/or workshops to address community issues and needs.
::::4. '''Supervision of Other Unit-Level Managers'''
:::::• Organize and facilitate regular unit-level manager meetings either weekly or every two weeks.
:::::• Prepare, promote, and complete unit-level VOC’s before week 7 and again before week 15 (week 10 during Summer session).
::::5. '''Unit Recordkeeping'''
:::::• Ensure minutes are taken and regularly posted/distributed to all members.
:::::• Maintain historical records of unit council meeting minutes.
:::::• Maintain unit by-laws and update them every time the unit approves of alterations.
::::6. '''Elections'''
:::::• Actively solicit candidates for unit-level manager positions, publicize job responsibilities, compensation, and training dates.
:::::• Organize a unit-level manager Q & A session to encourage and inform manager candidates.
:::::• Recruit candidates for each position.
:::::• Set up, publicize, and promote elections.
:::B. '''Central-Level & External Relations (15%)'''
::::• Keep unit-level manager information updated on the “Who’s Who” Google site.
::::• Email a copy of the current unit-level by-laws to the MRC by week 2 of each term and send an updated copy any time they are modified.
::::• Submit unit election results and new unit-level manager information to the Bookkeeping Supervisor and enter the information on the Who’s Who site no later than one week before the end of each contract period.
::::• Submit VOC results to Accounting Department by the end of week 15 in Fall and Spring (by week 10 in Summer).
::::• Notify central-level liaison within 24 hours of any incidents of medical, police or other emergency interventions and/or any injury, safety, or security-related incident.
::::• Report complaints of discrimination, harassment, and sexual assault to MRC or ED within 24 hours.
::::• Maintain positive external relations with outside entities, such as neighbors, police, and fire department.
:::C. '''Budget (5%)'''
::::• Attend a finance orientation with the Accounts Payable Specialist at the beginning of each term.
::::• Add and update signers on the checking account each term at the beginning of each term.
::::• Work with all unit-level managers to ensure that they are regularly monitoring finances and keeping expenditures within budget.
::::• Ensure that all unit-level managers report on budget status at each council meeting so that members are well-informed regarding unit-level finances.
:::D. '''Habitability and Emergency Response (10%)'''
::::• Ensure that the unit-level management team reviews the responsibilities of each manager with regard to habitability and agrees upon duties for each individual position every term.
::::• Complete all specific habitability duties as delineated in the Unit-Level Manager Habitability Responsibilities Policy.
::::• Ensure that the unit management team reviews the responsibilities of each unit-level manager with regard to emergency response and agrees upon duties for each individual position every term.
::::• Complete all assigned duties related to emergency response and preparedness as determined by your unit-level manager team.
::::• Assist the House Manager in completing a unit-level emergency plan using the BSC template each term.
::::• Collaborate with the House Manager to sponsor, promote, and participate in an Emergency Response Workshop guiding the members through the House Emergency Plan.
::::• Attend a CERT Training class with the Berkeley Fire Department each semester.
::::• Maintain a list of unit-level managers that have been CERT trained and ensure that the unit has the required number of trained individuals (3 for small/medium units, 5 for large units).

<noinclude>
====iv. Position Description for Unit-Level Kitchen Managers====
</noinclude>
<includeonly>
::iv. '''Position Description for Unit-Level Kitchen Managers'''
</includeonly>
:::The following minimum guidelines are specific to Unit-Level Kitchen Managers and are meant as an addition to the Expectations of All Unit-Level Managers as outlined above.

:::A. '''Unit-level Operations (60%)'''
::::1. '''Order Food, Supplies and Equipment'''
:::::• Meet with outgoing Kitchen Manager to exchange information and receive unit-specific job training.
:::::• Utilize the Progress database to place all orders by the order deadline.
:::::• Inventory items prior to placing orders on a weekly basis.
:::::• Notify Central Food and Supplies (CFS) if order adjustments are needed after the order deadline has passed.
:::::• Facilitate a unit-wide discussion about food preferences, dietary restrictions, food allergies/intolerances, and political position regarding food sourcing.
:::::• Adhere to unit preferences with regards to ordering.
:::::• Develop and maintain a system for receiving and responding to order requests made by members.
::::2. '''Receive and Store Deliveries'''
:::::• Collaborate with the Workshift Manager to ensure members are scheduled to receive and store products within 1 hour of delivery.
:::::• Collaborate with the Workshift Manager to train members on proper receiving and storage requirements, as well as identifying and communicating mis-deliveries.
:::::• Notify CFS of mis-deliveries no later than 24 hours after the delivery has been made.
::::3. '''Food Safety'''
:::::• Continually monitor refrigerator and freezer temperatures to ensure they are at appropriate temperatures; notify Central Maintenance (CM) within 4 hours if the temperature is too warm.
:::::• Collaborate with the Workshift Manager to schedule kitchen cleanings, including Intensive Kitchen Cleans (IKC).
:::::• Collaborate with the Workshift Manager to train kitchen cleaners, dish/pot washers, cooks, and the Intensive Kitchen Clean crew.
:::::• Continually monitor dish sanitizer chemical concentration to ensure it is within the acceptable range; notify CFS within 4 hours if it is out of calibration.
:::::• Train cooks on proper food handling and safety procedures, per ServSafe guidelines.
:::B. '''Central-level Relations (15%)'''
:::::• Earn ServSafe Manager Certification by end of week 3.
:::::• Retrieve Remote Desktop and Progress login information from CFS before the first order is due.
:::::• Notify CFS within 24 hours should technical difficulties arise.
:::::• Retrieve Purchase Order (PO) card from Central Office and promptly turn in all receipts.
:::::• Attend an exit interview or develop an exit document regarding experiences as a Kitchen Manager in order to improve institutional memory.
:::C. '''Budget (15%)'''
:::::• Develop a spending budget by category and share it with central-level liaison by the beginning of week 4.
:::::• Maintain accurate budget tracking and present budget status updates to the unit at each council meeting.
:::::• Communicate with CFS regarding costing, pricing, or other budget related concerns.
:::::• Ensure purchases are as close to on budget as possible.
:::D. '''Habitability and Emergency Response (10%)'''
:::::• Complete all specific habitability duties as delineated in the Unit-Level Manager Habitability Responsibilities Policy.
:::::• Complete all specific duties related to Emergency Response and Preparedness as determined by the unit-level manager team.

<noinclude>
====v. Position Description for Unit-Level Maintenance Managers====
</noinclude>
<includeonly>
::v. '''Position Description for Unit-Level Maintenance Managers'''
</includeonly>
:::The following minimum guidelines are specific to Unit-Level Maintenance Managers and are meant as an addition to the Expectations of All Unit-Level Managers as outlined above.

:::A. '''Unit-Level Operations (40%)'''
::::• Meet with outgoing Maintenance Manager to exchange information and receive unit-specific job training.
::::• Meet with the manager team to plan, clean, and prepare the unit and bedrooms prior to move-in day.
::::• Conduct an inventory of tools and supplies at your unit prior to the start of the term and once again at the end of the term. Turn the completed inventory form into Central Maintenance (CM) no later than move-in day and move-out day.
::::• Work with the House Manager to complete and submit Room Condition Reports for each bedroom by week 4 of each term.
::::• Actively participate in, and solicit member feedback for, the BAPS (Board Approved Projects) and HAPS (House Approved Projects) process.
::::• Maintain written records of all maintenance work completed at the unit.
::::• Promptly assess and follow-up on all maintenance concerns and work to resolve all issues quickly and appropriately.
::::• Perform unit-level maintenance and upkeep duties and listed in the Maintenance Manager manual.
::::• Collaborate with other unit-level managers to maintain and improve accessibility for members with disabilities.
:::B. '''Central-Level Relations (30%)'''
::::• Collaborate with central-level liaison to conduct an initial walkthrough of the unit to gain familiarity of the property, systems, and emergency shutoffs, no later than the end of the second week of each term.
::::• Meet with central-level liaison on a weekly basis (either by phone, email or in person) to discuss unit maintenance needs.
::::• Report unit-level maintenance concerns to central-level liaison within 24 hours.
::::• Retrieve Purchase Order (PO) card from Central Office and turn in all receipts weekly.
::::• Complete Preventative Maintenance forms and return them to Central Maintenance no later than the last day of each month.
::::• Develop and review a document outlining on-going maintenance issues and unit-specific information with the incoming Maintenance Manager and submit the document to CM prior to move-out day.
:::C. '''Habitability and Emergency Response (25%)'''
::::• Conduct regular fire safety inspections of the unit.
::::• Complete all specific habitability duties as delineated in the Unit-Level Manager Habitability Responsibilities Policy.
::::• Complete all specific duties related to emergency response and preparedness as determined by the unit-level manager team.
::::• Attend a CERT Training class with the Berkeley Fire Department each semester.
:::D. '''Unit Improvement Project Coordination (5%)'''
::::• Facilitate the unit’s request and use of HAPS. Full details are outlined in the [[V.B._HAPs_Procedure | House Approved Project Procedure]].

<noinclude>
====vi. Position Description for Social Managers====
</noinclude>
<includeonly>
</includeonly>
:::A. '''Unit-Level Operations (60%)'''
::::1. '''Preparation for the Start of the Term & Move-Ins'''
:::::• Meet with outgoing Social Manager to exchange information and receive unit-specific job training.
:::::• Develop a thorough understanding of the BSC Party Policy, advise council, and ensure that all planned events are in compliance with its guidelines.
:::::• Research a variety of potential events/parties and draft a social survey with options/preferences to distribute to member at the beginning of each term.
::::2. '''Foster & Promote Community & Inclusivity'''
:::::• Assist the unit-level management team to plan and carry out a fun and informative new member orientation/welcome event during week 1.
:::::• Distribute the social survey to members to solicit event ideas and gauge interests/preferences for events.
:::::• Seek council approval in advance of each individual social event.
:::::• Provide leadership to ensure that all event themes are appropriate (with regard to safety, identity of others, etc.).
:::::• Send regular notifications and reminders to members sharing information about events and encouraging participation.
::::3. '''Event Preparations/Execution'''
:::::• Submit event notification forms to the Member Resources Coordinator (MRC) at least 10 business days in advance of all events with more than 30 non-residents in attendance (32 for STB, 62 for CZ, 70 for CLO).
:::::• Make payment of $87.50 to BFD at 2100 MLK Jr. Way after turning in forms to the MRC.
:::::• Schedule meeting with BFD Fire Inspector for event permit inspection.
:::::• Notify neighbors of all events 5 days in advance.
:::::• Post Event Permit in visible location at entrance prior to and during the event.
:::::• End all events by 1am.
:::::• Have any flyers/advertisements approved by the MRC before posting.
:::::• Send email to house.managers@bsc.coop , house.presidents@bsc.coop, and social.managers@bsc.coop to seek permission to flyer at their house at least 48 hours in advance of flyering.
:::::• Cooperate respectfully with all police, fire, and emergency responders.
:::::• Coordinate and ensure clean up within 12 hours after any event.
:::::• Review and evaluate each event at the subsequent council meeting.
::::4. '''Safety & Security'''
:::::• Create a plan for security shifts for each event.
:::::• Schedule and carry out a party security meeting with the Social Manager Coordinator, 2 designated Sober Managers, Social Managers, and other members of the security team at least 48 hours before any event.
:::::• Turn in security meeting forms to the MRC at least 24 hours before any event.
:::::• Post Security Manager contact information on all main entrances and main bathrooms during out-of-house events.
:::::• Ensure that Security Managers are easily identifiable to guests at an event.
:::B. '''Central-Level & External Relations (15%)'''
::::• Regularly communicate with the MRC and SMC regarding event planning, coordination, policy compliance, and security/safety planning.
::::• Attend mid-term Social Manager Meetings as requested by the MRC and/or SMC.
::::• Promptly respond to communication from central-level staff, including the SMC.
::::• Notify central-level liaison within 24 hours of any incidents of medical, police or other emergency interventions and/or any injury, safety, or security-related incident.
::::• Report complaints of discrimination, harassment, and sexual assault to the MRC or ED within 24 hours.
::::• Maintain positive external relations with outside entities, such as neighbors, police, and fire department.
:::C. '''Budget (10%)'''
::::• Develop a social budget for eligible social event expenditures with the unit-level management team and council each term.
::::• Regularly track and balance the social budget and provide members with budget status updates at each council meeting.
:::D. '''Habitability and Emergency Response (10%)'''
::::• Complete all specific habitability duties as delineated in the Unit-Level Manager Habitability Responsibilities Policy.
::::• Ensure there are specific plans for how to ensure habitability during and directly after events.
::::• Complete all specific duties related to Emergency Response and Preparedness as determined by the unit-level manager team; ensure there are specific plans for how to respond to emergencies during and after events.

<noinclude>
====vii. Position Description for Waste Reduction Managers ====
</noinclude>
<includeonly>
::vii. '''Position Description for Waste Reduction Managers'''
</includeonly>
:::The following minimum guidelines are specific to Unit-Level Waste Reduction Managers and are meant as an addition to the Expectations of All Unit-Level Managers as outlined above.

:::A. '''Unit-level Operations (75%)'''
::::1. '''Manage City of Berkeley refuse and recycling'''
:::::• Meet with outgoing Waste Reduction Manager to exchange information and receive unit-specific job training.
:::::• Ensure that all recycling and trash is organized, sorted and gets out to the curb on schedule.
:::::• Monitor refuse volume continually to determine if any adjustments need to be made and coordinate with CFS to adjust pick-up schedules.
:::::• Contact Central-Level Liaison within 12 hours of a missed pick-up.
:::::• Notify Central-Level Liaison if an extra pick-up is needed.
:::::• Monitor and ensure proper sorting in each bin.
::::2. '''Manage Special Recycling'''
:::::• Ensure your special recycling center is clearly labeled and sorted neatly.
:::::• Conduct a Waste Reduction Orientation at your unit within the first two weeks of the term. Educate members on the importance of recycling and ensure members are aware of the BSC’s recycling program.
:::::• Prepare special recycling for pick-up by the designated days.
:::::• Contact Waste Reduction Coordinator (WRC) if extra pick-ups are needed.
:::::• Contact Central-Level Liaison with questions on an item’s recycle-ability.
:::::• Collaborate with the Kitchen Manager to monitor grease bucket(s) and contact WRC if an additional pick-up is needed.
:::B. '''Central-level Relations (15%)'''
::::• Attend all trainings and meetings as assigned by the central-level liaison in accordance with the Unit-Level Manager Training Policy.
::::• Respond to central-level liaison communications within 24 hours.
::::• Participate in and complete projects as assigned by the Waste Reduction Coordinator.
::::• Attend an exit interview or develop an exit document regarding experiences as a Kitchen Manager in order to improve institutional memory.
:::C. '''Habitability and Emergency Response (10%)'''
::::• Coordinate with WRC, if needed, to schedule pick-ups of free pile items that can be recycled or reused at the unit.
::::• Complete all specific habitability duties as delineated in the Unit-Level Manager Habitability Responsibilities Policy.
::::• Complete all specific duties related to Emergency Response and Preparedness as determined by the unit-level manager team.

<noinclude>
====viii. Position Description for Unit-Level Workshift Managers====
</noinclude>
<includeonly>
::viii. '''Position Description for Unit-Level Workshift Managers'''
</includeonly>
:::The following minimum guidelines are specific to Unit-Level Workshift Managers and are meant as an addition to the Expectations of All Unit-Level Managers as outlined above.

:::A. '''Unit-Level Operations (45%)'''
::::1. '''Workshift'''
:::::• Meet with outgoing Workshift Manger to exchange information and receive unit-specific job training.
:::::• Meet with the manager team to plan, clean, and prepare the unit and bedrooms prior to move-in day.
:::::• Send a welcome email to returning and new members informing them about temporary workshift and submitting availability and workshift preferences.
:::::• Update the unit workshift policy, in line with unit bylaws, no later than the beginning of the second week of each term.
:::::• Assign workshifts in accordance with member preference and availability (as much as possible) while also making it a priority to fill critical shifts before others.
:::::• Post permanent workshift assignments prior to Monday of the third week of each contract period.
:::::• Make changes as needed to workshift structure in order to ensure that the most critical tasks are being completed regularly.
:::::• Work with the House, Kitchen, and Maintenance Managers to rectify house accessibility and cleanliness issues by assigning shifts as needed and supporting workshifters to ensure that they are done properly.
:::::• Ensure that CFS workshift assignments are filled and inform CFS workshifters of the CFS Workshift Policy.
::::2. '''Member Education '''
:::::• Inform all members of the workshift accommodations available to members with disabilities and prioritize these members’ needs when assigning shifts.
:::::• Participate in unit-level new member orientation to educate on BSC and respective unit-level workshift policies and the repercussions for failing to fulfill workshift obligations as well as for failing habitability inspections.
:::::• Inform members of what they should do if they injure themselves while performing their workshift duties.
:::B. '''Central-Level Relations (15%)'''
::::• Maintain an open line of communication with Central-Level Liaison and promptly respond to emails, phone calls, etc.
::::• Send a copy of approved, updated unit-level workshift policy to Central-Level Liaison no later than the beginning of the second week of each term.
::::• Notify CFS when workshifters cannot make a scheduled shift (48 hours in advance to avoid fines).
::::• Report all workshift-related injuries to Central Office within 24 hours.
:::C. '''Habitability and Emergency Response (25%)'''
::::• Collaborate with Kitchen Manager to train members on workshift duties and kitchen sanitation.
::::• Complete all specific habitability duties as delineated in the Unit-Level Manager Habitability Responsibilities Policy.
::::• Work to develop paid workshift opportunities for members to work off fines and/or to improve the overall condition of the unit.
::::• Complete all specific duties related to Emergency Response and Preparedness as determined by the unit-level manager team.
:::D. '''Policy Enforcement (15%)'''
::::• Address workshift related issues that arise, e.g. falsified sign offs, incomplete fulfillment of shifts, regularly blown shifts, excessive down hours, house cleanliness issues, etc.
::::• Follow procedures outlined in the [[III.A._Unit_Operations#III.A.7_CENTRAL-LEVEL_WORKSHIFT_POLICY | Central-Level Workshift Policy]].
::::• Regularly check if any unit members have conditional contracts and monitor hours.
::::• Regularly monitor all members’ down hours, proactively address down hour issues with individual members, and if needed, report them to Central-Level Liaison when they are down 15 or more hours (10 hours for boarders).
::::• Turn in workshift fines to House Manager for submission to Central Office with check out slips.
::::• Update up/down hours and/or confirm on-line shift sign-offs on the workshift website/or unit-level database on a weekly basis.

<noinclude>
====ix. Position Description for Theme Manager====
</noinclude>
<includeonly>
::ix. '''Position Description for Theme Manager'''
</includeonly>
:::A. '''Unit-Level Operations (50%)'''
::::1. '''Community and Theme Development '''
:::::• Uphold the theme of the unit by following the guidelines listed from the theme house charter
:::::• Facilitate a community agreements meeting in regards to the theme with all unit members to discuss member needs, expectations, and guidelines at the beginning of each term
:::::• Facilitate formal or informal discussions related to the theme and its development with members and managers
:::::• Survey the present membership on their desires and needs in relation to the theme to inform theme development in the present term
::::2. '''Theme Programming Preparation and Execution'''
:::::• Coordinate programming as required by the theme house charter
:::::• Work with the Social Manager on event coordination and execution
:::::• Coordinate the allocation of community hours in the unit
::::3. '''Member Relations and Support'''
:::::•Facilitate the BSC Anti-Oppression Framework by spearheading initiatives to challenge oppression from an intersectional approach in the house
:::::• Work with the unit-level management team to actively practice intersectional allyship and advocacy, and member empowerment in the unit.
:::::• Coordinate workshops on collective liberation and intersectional allyship
:::::• Collaborate with Anti-Oppression Education Coordinator position to ensure education and information on anti-oppression education.
:::::• Check in regularly with members and address their needs and concerns in regards to theme programming
:::::• Assist members and managers with conflict resolution and restorative justice
:::::• Create programming aimed to recruit both new and continuing members at the unit.
:::::• Work with the House President on educational workshop coordination
:::::• Collaborate with House Manager, House President, and the Restorative Justice Practitioners on community issues and member conflicts.
:::B. '''Central-Level & External Relations (30%)'''
::::• Strengthen partnerships and communication with both campus and community organizations related to the theme of the unit.
::::• Collaborate with the Recruitment Team and help coordinate events that aim to recruit new members into the theme house for incoming semesters.
::::• Work with the Cooperative Experience Manager to gather member feedback in regards to theme programming
::::• Notify central-level liaison within 24 hours of any incidents of medical, police or other emergency interventions and/or any injury, safety, or security-related incident.
::::• Report complaints of discrimination, harassment, and sexual assault to CExM or ED within 24 hours.
::::• Maintain positive external relations with outside entities, such as neighbors, police, and fire department.
:::C. '''Budget (10%)'''
::::• Balance the programming budget and provide members with budget status updates at least monthly.
::::• Develop a spending programming budget and share it with central-level liaison by the beginning of week 2.
::::• Coordinate proper documentation with the Central Office for workshop presenters to ensure they are paid for their services.
::::• Keep track of the budget with the knowledge that only $200 can be transferred from term to term.
:::D. '''Habitability and Emergency Response (10%)'''
::::• Work with unit-level Habitability Manager to ensure member safety and Habitability Standards Policy.
::::• Complete all required training and assigned duties related to emergency response and preparedness as determined by your unit-level manager team.
:::E. '''Summer Theme Manager Duties'''
::::• Due to the unique nature of the Summer operations and membership, the following responsibilities are not required and/or are modified during the Summer term:
::::• Summer Theme Houses have limited Theme Programming Budgets. As such, Summer Theme Managers should solicit feedback from members and plan programming/events focused on community-building.
::::• The tracking of community hours is not required during the Summer term.

<noinclude>
====x. Position Description for Health Workers====
</noinclude>
<includeonly>
::x. '''Position Description for Health Workers'''
</includeonly>
:::A. '''Unit-Level Operations (60%)'''
::::1. '''Preparations for Start of Term'''
:::::• Meet with outgoing Health Worker to exchange information and receive unit-specific job training.
:::::• Survey house members on health needs, including event and health supply requests.
:::::• Attend BSC training and CPR/First aid certification training.
::::2. '''Promote Health and Wellness'''
:::::• Research and write monthly health sheets to be posted around the unit.
:::::• Plan one monthly outreach event to facilitate a greater understanding of community health needs and promotion of health resources.
:::::• Provide culturally sensitive peer support, resource referral, and basic first-aid to BSC members.
:::B. '''Central-Level Relations (30%)'''
::::• Actively foster relationships with the Member Resources department and support the Health Education Coordinator in identifying and mobilizing resources to address BSC member needs.
::::• Attend biweekly meetings with the Health Education Coordinator and Health Worker Coordinator.
::::• Receive first-aid and safer sex supplies from the Health Worker Coordinator and distribute to their unit.
:::C. '''Habitability and Emergency Response (10%)'''
::::• Complete all specific habitability duties as determined by the unit-level manager team.
::::• Complete all specific duties related to Emergency Response and Preparedness as determined by the unit-level manager team.

<noinclude>
====xi. Position Description for Winter Break Managers ====
</noinclude>
<includeonly>
::x. '''Position Description for Winter Break Managers'''
</includeonly>
:::All units must have at least one Winter Break Manager. Units with 50 or more members must have at least two Winter Break Managers. All Winter Break Managers must be present for the entire Winter Break.

:::Term of this position is the last day of the Fall term through the first day of the Spring term.

:::Winter Break Managers shall be responsible for completing the following duties and are exempt from the duties expected for all unit-level managers outlined in III.A.3.1.

:::A. Unit-Level Operations (60%)
::::•Attend any required Winter Break Manager training.
::::•Meet with outgoing House Manager, Waste Reduction Manager and Workshift Manager to exchange information and receive unit specific job training.
::::•Collect a list of individuals’ names and contact information who plan to stay in the unit during the break.
::::•Post Winter Break Manager’s contact information on all main entrances and bathrooms.
::::•Within 24 hours respond to emails and calls from members and central office regarding questions and members’ needs throughout the break.
::::•Within 24 hours respond to emails and calls from members to coordinate late fall move-outs, transfers between BSC units, and early spring move-ins.
::::•Assist members with lockouts.
::::•Uphold community agreements, house bylaws, and BSC policies including workshift policies.
::::•Set up house rules for mail and packages received during the break.
::::•Assign workshifts in accordance with policy and member availability (as much as possible) while also making it a priority to fill critical shifts before others.
::::•Post workshift assignments.
::::•Make regular changes as needed to workshift structure in order to ensure that the most critical tasks are being completed regularly.
::::•Work to develop paid workshift opportunities for members to maintain and/or improve the overall condition of the unit.
::::•Monitor all members’ down hours, proactively address down hour issues with individual members and submit fines at the end of the break.
::::•Meet with the Spring manager team to plan, clean and prepare the unit and bedrooms prior to Spring move-in day.
:::B. Central-Level Relations (10%)
::::•Expected to be present at the unit every day during the break period. Limited absences may be pre-approved by the central-level liaison.
::::•Notify central-level liaison within 24 hours of any incidents of medical, police or other emergency intervention and/or any injury, safety, or security related incident.
::::•Report complaints of discrimination, harassment, and sexual assault to CXM or ED within 24 hours.
::::•Maintain positive external relations with outside entities, such as neighbors, police, and fire department.
:::C. Habitability, Security & Emergency Response (30%)
::::•Promptly report unit-level maintenance concerns to CM.
::::•Regularly monitor refrigerator and freezer temperatures to ensure they are at appropriate temperatures; notify CM within 4 hours if the temperature is too warm.
::::•Regularly monitor dish sanitizer chemical concentration to ensure it is within the acceptable range; notify CFS within 4 hours if it is out of calibration.
::::•Ensure that all recycling, trash and compost is organized, sorted and gets out to the curb on schedule.
::::•Coordinate with CM to coordinate dump runs and/or CFS to coordinate special recycling pick-ups, as needed.
::::•Conduct daily security, habitability & fire safety walks of the unit. (Use winter break safety & maintenance checklist.)
::::•Report pest control issues to Operations Assistant and help coordinate treatment plan, if needed.
'' Approved by Board 3/21/19''

<noinclude>
====xii. Position Description for Unit-Level Habitability Coordinators.====
</noinclude>
<includeonly>
::xi. '''Position Description for Unit-Level Habitability Coordinators.'''
</includeonly>
:::A. Unit-Level Operations
::::•Meet with the outgoing Habitability Coordinator to exchange information and receive unit-specific training.
::::•Meet with the management team to plan, clean, and prepare common areas prior to move-in day.
::::•Schedule and conduct unit-level habitability training for all members. Create and deliver a mandatory unit-specific habitability training workshop.
::::•Conduct regular habitability self-inspections. Check house for habitability issues and areas of improvement on a regular basis.
::::•Promptly report major habitability concerns to the unit-level manager team.
::::•Following a failed inspection, develop a list of habitability tasks that members can complete to fulfill their Habitability Correction Hours. Ensure that habitability issues listed on reports are added to the list and are prioritized.
::::•Refer members seeking accommodations to the Workshift Manager or Housing Supervisor for assistance.
::::•Document completion of habitability correction workshift hours assessed after failed inspections.
::::•Work with WRM to divert reusable and recyclable items slated for dump run.
::::•Schedule dump runs as needed coordinate unit members to assist with loading.
::::•Create signage and other habitability education resources to support ongoing habitability in the unit.
::::•Assist with the design and reorganization of common areas to improve habitability, in conjunction with other unit-level managers.
:::B. Central-Level Relations
::::•Develop a list of Habitability Improvement projects for the semester no later than the end of the second week of each term. This list should include a breakdown of hours so that members can easily sign up for work.
::::•Meet with the Central-Level Habitability Coordinator once a month to discuss unit habitability issues and create project plans to resolve them.
::::•Develop and review a Habitability Issues document outlining on-going habitability issues and unit-specific information with the incoming Habitability Coordinator and submit the document to the Central Habitability Coordinator prior to move-out day.
::::•Submit fines for those who did not complete habitability correction hours by the deadline to Central-Level Habitability Coordinator. The deadline will be set by the Operations Assistant and will be contingent on the severity of the inspection issues.
::::•Work with Maintenance Liaison and Operations Assistant to identify potential HAPs and BAPs.

''Approved by Board 3/19/20''

III.A.3.1.c. Unit-Level Manager Specific Job Duties

2021-09-29T17:05:07Z

Zoewan: /* updated MRS to MRC */

::The following are the duties and responsibilities each specific unit-level position is expected to perform in order to work effectively with the central-level and other unit-level managers to provide the best possible services to members. These minimum guidelines are specific to each unit-level position and are in addition to the Expectations of All Unit-Level Managers outlined above. The percentages indicated are included as estimates for the amount of time each component of the job should take (e.g. budgeting should take approximately 15% of the overall time a Kitchen Manager will need to put in to complete all of the duties assigned to Kitchen Managers) and are included for unit-level managers’ information only in order to assist with planning and time management while learning their duties.

<noinclude>
====i. Position Description for Finance Managers====
</noinclude>
<includeonly>
::i. '''Position Description for Finance Managers'''
</includeonly>
:::A. '''Budgeting & Accounting (100%)'''
::::• Meet with outgoing Finance Manager to exchange information, checkbook/register, financial records, and to receive unit-specific job training.
::::• Attend a finance orientation with the Accounts Payable Specialist at the beginning of each term.
::::• Add and update signers on the unit checking account at the beginning of each term.
::::• Maintain records of the house decentralized and checking accounts and all expenses.
::::• Balance the house budget and provide members with budget status updates at each council meeting.
::::• Pay all bills owed by the house.
::::• Collect fines, if necessary.
::::• Reconcile unit checking account and statement monthly with the Accounts Payable Specialist.
::::• Pick up reimbursement checks from Accounting Department.
::::• Deposit all checks or arrange for their deposit.

<noinclude>
====ii. Position Description for House Managers====
</noinclude>
<includeonly>
::ii. '''Position Description for House Managers'''
</includeonly>
:::A. '''Unit-Level Operations (50%)'''
::::1. '''Preparation for the Start of the Term & Move-Ins'''
:::::• Meet with outgoing House Manager to exchange information and receive unit-specific job training.
:::::• Send a welcome email to all members new to your co-op three weeks prior to move-in day to provide contact information and important details about your unit, move-ins, etc.
:::::• Be present at the co-op the Sunday before move-in day.
:::::• Meet with the manager team, clean, and prepare the co-op for move-ins.
:::::• Set team goals and meeting schedule for the semester.
:::::• Ensure vacant rooms are clean and stocked with all guaranteed furniture (i.e. bed frame, mattress, desk, chair, dresser, and closet/armoire).
:::::• Order furniture from CFS if necessary.
:::::• Inventory and ensure that there are sufficient house and room keys to distribute during move-ins.
:::::• Promptly respond to emails and calls from members to coordinate move-ins.
:::::• Move members into their temporary rooms.
:::::• Conduct room bids and ensure that all members are informed of room bid policy and procedure prior to bidding.
:::::• Advertise and sell parking to your members. Inform the Accounts Payable Specialist of parking assignment and charges.
::::2. '''Member Relations and Support'''
:::::• Plan and coordinate a fun and informational new member orientation and community building event during week 1 (in conjunction with the unit management team).
:::::• Promptly respond to emails and calls from members regarding questions and members’ needs throughout the term.
:::::• Share the weekly Member Resources Newsletter and other organizational information with members.
:::::• Check in with members individually a minimum of twice each semester to answer questions, get feedback, or offer support.
:::::• Uphold community agreements, house by laws, and BSC policies.
:::::• Work to promote awareness and accessibility for members with disabilities.
::::3. '''Move-Outs and End-of-Semester Duties'''
:::::• Coordinate move-outs ensuring that members leave their rooms and co-op furniture clean and in good condition.
:::::• Turn in check-out slips for any members who leave the house owing money, within 10 days of departure and/or at the end of each semester.
:::::• Meet with the incoming House Manager to exchange email account, records, and relevant information.
:::B. '''Central-Level & External Relations (20%)'''
::::• Report no shows to the Housing Supervisor by the Monday after move-in day if you have not heard from a member on your house list.
::::• Provide a list of permanent room assignments to Member Resources Coordinator(MRC) after room bids each term.
::::• With the Maintenance Manager, ensure completion and submission of Room Condition Reports by week 4 of each term.
::::• Notify central-level liaison within 24 hours of any incidents of medical, police or other emergency interventions and/or any injury, safety, or security-related incident.
::::• Report complaints of discrimination, harassment, and sexual assault to MRC or ED within 24 hours.
::::• Notify central-level liaison if you will be away from the co-op for more than 2 days.
::::• Maintain positive external relations with outside entities, such as neighbors, police, and fire department.
:::C. '''Budget (15%)'''
::::• Attend a finance orientation with the Accounts Payable Specialist at the beginning of each term.
::::• Add and update signers on the checking account at the beginning of each term.
::::• Maintain records of the house decentralized and checking accounts and all expenses.
::::• Balance the house budget and provide members with budget status updates at each council meeting.
::::• Retrieve Purchase Order (PO) card from Central Office and promptly turn in all receipts.
::::• Pay all bills owed by the house.
::::• Collect fines, if necessary.
::::• Reconcile unit checking account and statement monthly with the Accounts Payable Specialist.
::::• Pick up reimbursement checks from Accounting Department.
::::• Deposit all checks or arrange for their deposit.
:::D. '''Habitability and Emergency Response (15%)'''
::::• Complete all specific habitability duties as delineated in the Unit-Level Manager Habitability Responsibilities Policy.
::::• Monitor the condition of common space and bedroom furniture. Manage storage, purchase, and disposal of all furniture to ensure compliance with fire safety, disabled access, and habitability.
::::• Complete all specific duties related to emergency response and preparedness as determined by the unit-level manager team.
::::• Complete a unit-level emergency plan using the BSC template each term with assistance from the House President.
::::• Collaborate with the House President to sponsor, promote, and participate in an Emergency Response Workshop guiding the members through the House Emergency Plan.
::::• Collect emergency medical and contact information from each member and put a copy with your E-Kit by week 6.
::::• Attend a CERT Training class with the Berkeley Fire Department each semester.
::::• Maintain a list of unit-level managers that have been CERT trained and ensure that the unit has the required number of trained individuals (3 for small/medium units, 5 for large units).
::::• Conduct an inventory of the unit's emergency kit and water barrels each Spring semester and replace any missing or damaged items.

<noinclude>
====iii. Position Description for House President====
</noinclude>
<includeonly>
::iii. '''Position Description for House President'''
</includeonly>
:::A. '''Unit-Level Operations (70%)'''
::::1. '''Preparation for the Start of the Term & Move-Ins'''
:::::• Meet with outgoing House President to exchange information and receive unit-specific job training.
:::::• Be present at the co-op the Sunday before move-in day.
:::::• Meet with the unit-level manager team, clean, and prepare the co-op for move-ins.
:::::• Set team goals and meeting schedule for the semester.
::::2. '''Member Relations & Support'''
:::::• Post a new hard copy of the by-laws and email a copy to every member pointing out important rules and expectations each term.
:::::• Assist members and managers with conflict resolution.
:::::• Inform members about BSC news, events, and opportunities.
:::::• Inform members how unit-level managers and central-level staff can assist them with various needs.
:::::• Check in regularly with members and address their needs and concerns.
::::3. '''Community Development & Facilitation'''
:::::• Provide leadership with the House Manager to plan, coordinate, and participate in a house orientation and welcome event by the end of week 1.
:::::• Facilitate a community agreements meeting with all unit members to discuss member needs, expectations, and guidelines at the beginning of each term.
:::::• Set a unit council schedule and actively encourage attendance by all members.
:::::• Set and publicize council agenda at least 24 hours ahead of time.
:::::• Facilitate all council meetings.
:::::• Sponsor, coordinate, promote, and participate in individual unit-level workshops focused on the following topics:
::::::i. Anti-Discrimination
::::::ii. Consent
::::::iii. Disability Access and Awareness
::::::iv. Harm Reduction
:::::• Coordinate additional meetings and/or workshops to address community issues and needs.
::::4. '''Supervision of Other Unit-Level Managers'''
:::::• Organize and facilitate regular unit-level manager meetings either weekly or every two weeks.
:::::• Prepare, promote, and complete unit-level VOC’s before week 7 and again before week 15 (week 10 during Summer session).
::::5. '''Unit Recordkeeping'''
:::::• Ensure minutes are taken and regularly posted/distributed to all members.
:::::• Maintain historical records of unit council meeting minutes.
:::::• Maintain unit by-laws and update them every time the unit approves of alterations.
::::6. '''Elections'''
:::::• Actively solicit candidates for unit-level manager positions, publicize job responsibilities, compensation, and training dates.
:::::• Organize a unit-level manager Q & A session to encourage and inform manager candidates.
:::::• Recruit candidates for each position.
:::::• Set up, publicize, and promote elections.
:::B. '''Central-Level & External Relations (15%)'''
::::• Keep unit-level manager information updated on the “Who’s Who” Google site.
::::• Email a copy of the current unit-level by-laws to the MRC by week 2 of each term and send an updated copy any time they are modified.
::::• Submit unit election results and new unit-level manager information to the Bookkeeping Supervisor and enter the information on the Who’s Who site no later than one week before the end of each contract period.
::::• Submit VOC results to Accounting Department by the end of week 15 in Fall and Spring (by week 10 in Summer).
::::• Notify central-level liaison within 24 hours of any incidents of medical, police or other emergency interventions and/or any injury, safety, or security-related incident.
::::• Report complaints of discrimination, harassment, and sexual assault to MRC or ED within 24 hours.
::::• Maintain positive external relations with outside entities, such as neighbors, police, and fire department.
:::C. '''Budget (5%)'''
::::• Attend a finance orientation with the Accounts Payable Specialist at the beginning of each term.
::::• Add and update signers on the checking account each term at the beginning of each term.
::::• Work with all unit-level managers to ensure that they are regularly monitoring finances and keeping expenditures within budget.
::::• Ensure that all unit-level managers report on budget status at each council meeting so that members are well-informed regarding unit-level finances.
:::D. '''Habitability and Emergency Response (10%)'''
::::• Ensure that the unit-level management team reviews the responsibilities of each manager with regard to habitability and agrees upon duties for each individual position every term.
::::• Complete all specific habitability duties as delineated in the Unit-Level Manager Habitability Responsibilities Policy.
::::• Ensure that the unit management team reviews the responsibilities of each unit-level manager with regard to emergency response and agrees upon duties for each individual position every term.
::::• Complete all assigned duties related to emergency response and preparedness as determined by your unit-level manager team.
::::• Assist the House Manager in completing a unit-level emergency plan using the BSC template each term.
::::• Collaborate with the House Manager to sponsor, promote, and participate in an Emergency Response Workshop guiding the members through the House Emergency Plan.
::::• Attend a CERT Training class with the Berkeley Fire Department each semester.
::::• Maintain a list of unit-level managers that have been CERT trained and ensure that the unit has the required number of trained individuals (3 for small/medium units, 5 for large units).

<noinclude>
====iv. Position Description for Unit-Level Kitchen Managers====
</noinclude>
<includeonly>
::iv. '''Position Description for Unit-Level Kitchen Managers'''
</includeonly>
:::The following minimum guidelines are specific to Unit-Level Kitchen Managers and are meant as an addition to the Expectations of All Unit-Level Managers as outlined above.

:::A. '''Unit-level Operations (60%)'''
::::1. '''Order Food, Supplies and Equipment'''
:::::• Meet with outgoing Kitchen Manager to exchange information and receive unit-specific job training.
:::::• Utilize the Progress database to place all orders by the order deadline.
:::::• Inventory items prior to placing orders on a weekly basis.
:::::• Notify Central Food and Supplies (CFS) if order adjustments are needed after the order deadline has passed.
:::::• Facilitate a unit-wide discussion about food preferences, dietary restrictions, food allergies/intolerances, and political position regarding food sourcing.
:::::• Adhere to unit preferences with regards to ordering.
:::::• Develop and maintain a system for receiving and responding to order requests made by members.
::::2. '''Receive and Store Deliveries'''
:::::• Collaborate with the Workshift Manager to ensure members are scheduled to receive and store products within 1 hour of delivery.
:::::• Collaborate with the Workshift Manager to train members on proper receiving and storage requirements, as well as identifying and communicating mis-deliveries.
:::::• Notify CFS of mis-deliveries no later than 24 hours after the delivery has been made.
::::3. '''Food Safety'''
:::::• Continually monitor refrigerator and freezer temperatures to ensure they are at appropriate temperatures; notify Central Maintenance (CM) within 4 hours if the temperature is too warm.
:::::• Collaborate with the Workshift Manager to schedule kitchen cleanings, including Intensive Kitchen Cleans (IKC).
:::::• Collaborate with the Workshift Manager to train kitchen cleaners, dish/pot washers, cooks, and the Intensive Kitchen Clean crew.
:::::• Continually monitor dish sanitizer chemical concentration to ensure it is within the acceptable range; notify CFS within 4 hours if it is out of calibration.
:::::• Train cooks on proper food handling and safety procedures, per ServSafe guidelines.
:::B. '''Central-level Relations (15%)'''
:::::• Earn ServSafe Manager Certification by end of week 3.
:::::• Retrieve Remote Desktop and Progress login information from CFS before the first order is due.
:::::• Notify CFS within 24 hours should technical difficulties arise.
:::::• Retrieve Purchase Order (PO) card from Central Office and promptly turn in all receipts.
:::::• Attend an exit interview or develop an exit document regarding experiences as a Kitchen Manager in order to improve institutional memory.
:::C. '''Budget (15%)'''
:::::• Develop a spending budget by category and share it with central-level liaison by the beginning of week 4.
:::::• Maintain accurate budget tracking and present budget status updates to the unit at each council meeting.
:::::• Communicate with CFS regarding costing, pricing, or other budget related concerns.
:::::• Ensure purchases are as close to on budget as possible.
:::D. '''Habitability and Emergency Response (10%)'''
:::::• Complete all specific habitability duties as delineated in the Unit-Level Manager Habitability Responsibilities Policy.
:::::• Complete all specific duties related to Emergency Response and Preparedness as determined by the unit-level manager team.

<noinclude>
====v. Position Description for Unit-Level Maintenance Managers====
</noinclude>
<includeonly>
::v. '''Position Description for Unit-Level Maintenance Managers'''
</includeonly>
:::The following minimum guidelines are specific to Unit-Level Maintenance Managers and are meant as an addition to the Expectations of All Unit-Level Managers as outlined above.

:::A. '''Unit-Level Operations (40%)'''
::::• Meet with outgoing Maintenance Manager to exchange information and receive unit-specific job training.
::::• Meet with the manager team to plan, clean, and prepare the unit and bedrooms prior to move-in day.
::::• Conduct an inventory of tools and supplies at your unit prior to the start of the term and once again at the end of the term. Turn the completed inventory form into Central Maintenance (CM) no later than move-in day and move-out day.
::::• Work with the House Manager to complete and submit Room Condition Reports for each bedroom by week 4 of each term.
::::• Actively participate in, and solicit member feedback for, the BAPS (Board Approved Projects) and HAPS (House Approved Projects) process.
::::• Maintain written records of all maintenance work completed at the unit.
::::• Promptly assess and follow-up on all maintenance concerns and work to resolve all issues quickly and appropriately.
::::• Perform unit-level maintenance and upkeep duties and listed in the Maintenance Manager manual.
::::• Collaborate with other unit-level managers to maintain and improve accessibility for members with disabilities.
:::B. '''Central-Level Relations (30%)'''
::::• Collaborate with central-level liaison to conduct an initial walkthrough of the unit to gain familiarity of the property, systems, and emergency shutoffs, no later than the end of the second week of each term.
::::• Meet with central-level liaison on a weekly basis (either by phone, email or in person) to discuss unit maintenance needs.
::::• Report unit-level maintenance concerns to central-level liaison within 24 hours.
::::• Retrieve Purchase Order (PO) card from Central Office and turn in all receipts weekly.
::::• Complete Preventative Maintenance forms and return them to Central Maintenance no later than the last day of each month.
::::• Develop and review a document outlining on-going maintenance issues and unit-specific information with the incoming Maintenance Manager and submit the document to CM prior to move-out day.
:::C. '''Habitability and Emergency Response (25%)'''
::::• Conduct regular fire safety inspections of the unit.
::::• Complete all specific habitability duties as delineated in the Unit-Level Manager Habitability Responsibilities Policy.
::::• Complete all specific duties related to emergency response and preparedness as determined by the unit-level manager team.
::::• Attend a CERT Training class with the Berkeley Fire Department each semester.
:::D. '''Unit Improvement Project Coordination (5%)'''
::::• Facilitate the unit’s request and use of HAPS. Full details are outlined in the [[V.B._HAPs_Procedure | House Approved Project Procedure]].

<noinclude>
====vi. Position Description for Social Managers====
</noinclude>
<includeonly>
</includeonly>
:::A. '''Unit-Level Operations (60%)'''
::::1. '''Preparation for the Start of the Term & Move-Ins'''
:::::• Meet with outgoing Social Manager to exchange information and receive unit-specific job training.
:::::• Develop a thorough understanding of the BSC Party Policy, advise council, and ensure that all planned events are in compliance with its guidelines.
:::::• Research a variety of potential events/parties and draft a social survey with options/preferences to distribute to member at the beginning of each term.
::::2. '''Foster & Promote Community & Inclusivity'''
:::::• Assist the unit-level management team to plan and carry out a fun and informative new member orientation/welcome event during week 1.
:::::• Distribute the social survey to members to solicit event ideas and gauge interests/preferences for events.
:::::• Seek council approval in advance of each individual social event.
:::::• Provide leadership to ensure that all event themes are appropriate (with regard to safety, identity of others, etc.).
:::::• Send regular notifications and reminders to members sharing information about events and encouraging participation.
::::3. '''Event Preparations/Execution'''
:::::• Submit event notification forms to the Member Resources Supervisor (MRC) at least 10 business days in advance of all events with more than 30 non-residents in attendance (32 for STB, 62 for CZ, 70 for CLO).
:::::• Make payment of $87.50 to BFD at 2100 MLK Jr. Way after turning in forms to the MRC.
:::::• Schedule meeting with BFD Fire Inspector for event permit inspection.
:::::• Notify neighbors of all events 5 days in advance.
:::::• Post Event Permit in visible location at entrance prior to and during the event.
:::::• End all events by 1am.
:::::• Have any flyers/advertisements approved by the MRC before posting.
:::::• Send email to house.managers@bsc.coop , house.presidents@bsc.coop, and social.managers@bsc.coop to seek permission to flyer at their house at least 48 hours in advance of flyering.
:::::• Cooperate respectfully with all police, fire, and emergency responders.
:::::• Coordinate and ensure clean up within 12 hours after any event.
:::::• Review and evaluate each event at the subsequent council meeting.
::::4. '''Safety & Security'''
:::::• Create a plan for security shifts for each event.
:::::• Schedule and carry out a party security meeting with the Social Manager Coordinator, 2 designated Sober Managers, Social Managers, and other members of the security team at least 48 hours before any event.
:::::• Turn in security meeting forms to the MRC at least 24 hours before any event.
:::::• Post Security Manager contact information on all main entrances and main bathrooms during out-of-house events.
:::::• Ensure that Security Managers are easily identifiable to guests at an event.
:::B. '''Central-Level & External Relations (15%)'''
::::• Regularly communicate with the MRC and SMC regarding event planning, coordination, policy compliance, and security/safety planning.
::::• Attend mid-term Social Manager Meetings as requested by the MRC and/or SMC.
::::• Promptly respond to communication from central-level staff, including the SMC.
::::• Notify central-level liaison within 24 hours of any incidents of medical, police or other emergency interventions and/or any injury, safety, or security-related incident.
::::• Report complaints of discrimination, harassment, and sexual assault to the MRC or ED within 24 hours.
::::• Maintain positive external relations with outside entities, such as neighbors, police, and fire department.
:::C. '''Budget (10%)'''
::::• Develop a social budget for eligible social event expenditures with the unit-level management team and council each term.
::::• Regularly track and balance the social budget and provide members with budget status updates at each council meeting.
:::D. '''Habitability and Emergency Response (10%)'''
::::• Complete all specific habitability duties as delineated in the Unit-Level Manager Habitability Responsibilities Policy.
::::• Ensure there are specific plans for how to ensure habitability during and directly after events.
::::• Complete all specific duties related to Emergency Response and Preparedness as determined by the unit-level manager team; ensure there are specific plans for how to respond to emergencies during and after events.

<noinclude>
====vii. Position Description for Waste Reduction Managers ====
</noinclude>
<includeonly>
::vii. '''Position Description for Waste Reduction Managers'''
</includeonly>
:::The following minimum guidelines are specific to Unit-Level Waste Reduction Managers and are meant as an addition to the Expectations of All Unit-Level Managers as outlined above.

:::A. '''Unit-level Operations (75%)'''
::::1. '''Manage City of Berkeley refuse and recycling'''
:::::• Meet with outgoing Waste Reduction Manager to exchange information and receive unit-specific job training.
:::::• Ensure that all recycling and trash is organized, sorted and gets out to the curb on schedule.
:::::• Monitor refuse volume continually to determine if any adjustments need to be made and coordinate with CFS to adjust pick-up schedules.
:::::• Contact Central-Level Liaison within 12 hours of a missed pick-up.
:::::• Notify Central-Level Liaison if an extra pick-up is needed.
:::::• Monitor and ensure proper sorting in each bin.
::::2. '''Manage Special Recycling'''
:::::• Ensure your special recycling center is clearly labeled and sorted neatly.
:::::• Conduct a Waste Reduction Orientation at your unit within the first two weeks of the term. Educate members on the importance of recycling and ensure members are aware of the BSC’s recycling program.
:::::• Prepare special recycling for pick-up by the designated days.
:::::• Contact Waste Reduction Coordinator (WRC) if extra pick-ups are needed.
:::::• Contact Central-Level Liaison with questions on an item’s recycle-ability.
:::::• Collaborate with the Kitchen Manager to monitor grease bucket(s) and contact WRC if an additional pick-up is needed.
:::B. '''Central-level Relations (15%)'''
::::• Attend all trainings and meetings as assigned by the central-level liaison in accordance with the Unit-Level Manager Training Policy.
::::• Respond to central-level liaison communications within 24 hours.
::::• Participate in and complete projects as assigned by the Waste Reduction Coordinator.
::::• Attend an exit interview or develop an exit document regarding experiences as a Kitchen Manager in order to improve institutional memory.
:::C. '''Habitability and Emergency Response (10%)'''
::::• Coordinate with WRC, if needed, to schedule pick-ups of free pile items that can be recycled or reused at the unit.
::::• Complete all specific habitability duties as delineated in the Unit-Level Manager Habitability Responsibilities Policy.
::::• Complete all specific duties related to Emergency Response and Preparedness as determined by the unit-level manager team.

<noinclude>
====viii. Position Description for Unit-Level Workshift Managers====
</noinclude>
<includeonly>
::viii. '''Position Description for Unit-Level Workshift Managers'''
</includeonly>
:::The following minimum guidelines are specific to Unit-Level Workshift Managers and are meant as an addition to the Expectations of All Unit-Level Managers as outlined above.

:::A. '''Unit-Level Operations (45%)'''
::::1. '''Workshift'''
:::::• Meet with outgoing Workshift Manger to exchange information and receive unit-specific job training.
:::::• Meet with the manager team to plan, clean, and prepare the unit and bedrooms prior to move-in day.
:::::• Send a welcome email to returning and new members informing them about temporary workshift and submitting availability and workshift preferences.
:::::• Update the unit workshift policy, in line with unit bylaws, no later than the beginning of the second week of each term.
:::::• Assign workshifts in accordance with member preference and availability (as much as possible) while also making it a priority to fill critical shifts before others.
:::::• Post permanent workshift assignments prior to Monday of the third week of each contract period.
:::::• Make changes as needed to workshift structure in order to ensure that the most critical tasks are being completed regularly.
:::::• Work with the House, Kitchen, and Maintenance Managers to rectify house accessibility and cleanliness issues by assigning shifts as needed and supporting workshifters to ensure that they are done properly.
:::::• Ensure that CFS workshift assignments are filled and inform CFS workshifters of the CFS Workshift Policy.
::::2. '''Member Education '''
:::::• Inform all members of the workshift accommodations available to members with disabilities and prioritize these members’ needs when assigning shifts.
:::::• Participate in unit-level new member orientation to educate on BSC and respective unit-level workshift policies and the repercussions for failing to fulfill workshift obligations as well as for failing habitability inspections.
:::::• Inform members of what they should do if they injure themselves while performing their workshift duties.
:::B. '''Central-Level Relations (15%)'''
::::• Maintain an open line of communication with Central-Level Liaison and promptly respond to emails, phone calls, etc.
::::• Send a copy of approved, updated unit-level workshift policy to Central-Level Liaison no later than the beginning of the second week of each term.
::::• Notify CFS when workshifters cannot make a scheduled shift (48 hours in advance to avoid fines).
::::• Report all workshift-related injuries to Central Office within 24 hours.
:::C. '''Habitability and Emergency Response (25%)'''
::::• Collaborate with Kitchen Manager to train members on workshift duties and kitchen sanitation.
::::• Complete all specific habitability duties as delineated in the Unit-Level Manager Habitability Responsibilities Policy.
::::• Work to develop paid workshift opportunities for members to work off fines and/or to improve the overall condition of the unit.
::::• Complete all specific duties related to Emergency Response and Preparedness as determined by the unit-level manager team.
:::D. '''Policy Enforcement (15%)'''
::::• Address workshift related issues that arise, e.g. falsified sign offs, incomplete fulfillment of shifts, regularly blown shifts, excessive down hours, house cleanliness issues, etc.
::::• Follow procedures outlined in the [[III.A._Unit_Operations#III.A.7_CENTRAL-LEVEL_WORKSHIFT_POLICY | Central-Level Workshift Policy]].
::::• Regularly check if any unit members have conditional contracts and monitor hours.
::::• Regularly monitor all members’ down hours, proactively address down hour issues with individual members, and if needed, report them to Central-Level Liaison when they are down 15 or more hours (10 hours for boarders).
::::• Turn in workshift fines to House Manager for submission to Central Office with check out slips.
::::• Update up/down hours and/or confirm on-line shift sign-offs on the workshift website/or unit-level database on a weekly basis.

<noinclude>
====ix. Position Description for Theme Manager====
</noinclude>
<includeonly>
::ix. '''Position Description for Theme Manager'''
</includeonly>
:::A. '''Unit-Level Operations (50%)'''
::::1. '''Community and Theme Development '''
:::::• Uphold the theme of the unit by following the guidelines listed from the theme house charter
:::::• Facilitate a community agreements meeting in regards to the theme with all unit members to discuss member needs, expectations, and guidelines at the beginning of each term
:::::• Facilitate formal or informal discussions related to the theme and its development with members and managers
:::::• Survey the present membership on their desires and needs in relation to the theme to inform theme development in the present term
::::2. '''Theme Programming Preparation and Execution'''
:::::• Coordinate programming as required by the theme house charter
:::::• Work with the Social Manager on event coordination and execution
:::::• Coordinate the allocation of community hours in the unit
::::3. '''Member Relations and Support'''
:::::•Facilitate the BSC Anti-Oppression Framework by spearheading initiatives to challenge oppression from an intersectional approach in the house
:::::• Work with the unit-level management team to actively practice intersectional allyship and advocacy, and member empowerment in the unit.
:::::• Coordinate workshops on collective liberation and intersectional allyship
:::::• Collaborate with Anti-Oppression Education Coordinator position to ensure education and information on anti-oppression education.
:::::• Check in regularly with members and address their needs and concerns in regards to theme programming
:::::• Assist members and managers with conflict resolution and restorative justice
:::::• Create programming aimed to recruit both new and continuing members at the unit.
:::::• Work with the House President on educational workshop coordination
:::::• Collaborate with House Manager, House President, and the Restorative Justice Practitioners on community issues and member conflicts.
:::B. '''Central-Level & External Relations (30%)'''
::::• Strengthen partnerships and communication with both campus and community organizations related to the theme of the unit.
::::• Collaborate with the Recruitment Team and help coordinate events that aim to recruit new members into the theme house for incoming semesters.
::::• Work with the Cooperative Experience Manager to gather member feedback in regards to theme programming
::::• Notify central-level liaison within 24 hours of any incidents of medical, police or other emergency interventions and/or any injury, safety, or security-related incident.
::::• Report complaints of discrimination, harassment, and sexual assault to CExM or ED within 24 hours.
::::• Maintain positive external relations with outside entities, such as neighbors, police, and fire department.
:::C. '''Budget (10%)'''
::::• Balance the programming budget and provide members with budget status updates at least monthly.
::::• Develop a spending programming budget and share it with central-level liaison by the beginning of week 2.
::::• Coordinate proper documentation with the Central Office for workshop presenters to ensure they are paid for their services.
::::• Keep track of the budget with the knowledge that only $200 can be transferred from term to term.
:::D. '''Habitability and Emergency Response (10%)'''
::::• Work with unit-level Habitability Manager to ensure member safety and Habitability Standards Policy.
::::• Complete all required training and assigned duties related to emergency response and preparedness as determined by your unit-level manager team.
:::E. '''Summer Theme Manager Duties'''
::::• Due to the unique nature of the Summer operations and membership, the following responsibilities are not required and/or are modified during the Summer term:
::::• Summer Theme Houses have limited Theme Programming Budgets. As such, Summer Theme Managers should solicit feedback from members and plan programming/events focused on community-building.
::::• The tracking of community hours is not required during the Summer term.

<noinclude>
====x. Position Description for Health Workers====
</noinclude>
<includeonly>
::x. '''Position Description for Health Workers'''
</includeonly>
:::A. '''Unit-Level Operations (60%)'''
::::1. '''Preparations for Start of Term'''
:::::• Meet with outgoing Health Worker to exchange information and receive unit-specific job training.
:::::• Survey house members on health needs, including event and health supply requests.
:::::• Attend BSC training and CPR/First aid certification training.
::::2. '''Promote Health and Wellness'''
:::::• Research and write monthly health sheets to be posted around the unit.
:::::• Plan one monthly outreach event to facilitate a greater understanding of community health needs and promotion of health resources.
:::::• Provide culturally sensitive peer support, resource referral, and basic first-aid to BSC members.
:::B. '''Central-Level Relations (30%)'''
::::• Actively foster relationships with the Member Resources department and support the Health Education Coordinator in identifying and mobilizing resources to address BSC member needs.
::::• Attend biweekly meetings with the Health Education Coordinator and Health Worker Coordinator.
::::• Receive first-aid and safer sex supplies from the Health Worker Coordinator and distribute to their unit.
:::C. '''Habitability and Emergency Response (10%)'''
::::• Complete all specific habitability duties as determined by the unit-level manager team.
::::• Complete all specific duties related to Emergency Response and Preparedness as determined by the unit-level manager team.

<noinclude>
====xi. Position Description for Winter Break Managers ====
</noinclude>
<includeonly>
::x. '''Position Description for Winter Break Managers'''
</includeonly>
:::All units must have at least one Winter Break Manager. Units with 50 or more members must have at least two Winter Break Managers. All Winter Break Managers must be present for the entire Winter Break.

:::Term of this position is the last day of the Fall term through the first day of the Spring term.

:::Winter Break Managers shall be responsible for completing the following duties and are exempt from the duties expected for all unit-level managers outlined in III.A.3.1.

:::A. Unit-Level Operations (60%)
::::•Attend any required Winter Break Manager training.
::::•Meet with outgoing House Manager, Waste Reduction Manager and Workshift Manager to exchange information and receive unit specific job training.
::::•Collect a list of individuals’ names and contact information who plan to stay in the unit during the break.
::::•Post Winter Break Manager’s contact information on all main entrances and bathrooms.
::::•Within 24 hours respond to emails and calls from members and central office regarding questions and members’ needs throughout the break.
::::•Within 24 hours respond to emails and calls from members to coordinate late fall move-outs, transfers between BSC units, and early spring move-ins.
::::•Assist members with lockouts.
::::•Uphold community agreements, house bylaws, and BSC policies including workshift policies.
::::•Set up house rules for mail and packages received during the break.
::::•Assign workshifts in accordance with policy and member availability (as much as possible) while also making it a priority to fill critical shifts before others.
::::•Post workshift assignments.
::::•Make regular changes as needed to workshift structure in order to ensure that the most critical tasks are being completed regularly.
::::•Work to develop paid workshift opportunities for members to maintain and/or improve the overall condition of the unit.
::::•Monitor all members’ down hours, proactively address down hour issues with individual members and submit fines at the end of the break.
::::•Meet with the Spring manager team to plan, clean and prepare the unit and bedrooms prior to Spring move-in day.
:::B. Central-Level Relations (10%)
::::•Expected to be present at the unit every day during the break period. Limited absences may be pre-approved by the central-level liaison.
::::•Notify central-level liaison within 24 hours of any incidents of medical, police or other emergency intervention and/or any injury, safety, or security related incident.
::::•Report complaints of discrimination, harassment, and sexual assault to CXM or ED within 24 hours.
::::•Maintain positive external relations with outside entities, such as neighbors, police, and fire department.
:::C. Habitability, Security & Emergency Response (30%)
::::•Promptly report unit-level maintenance concerns to CM.
::::•Regularly monitor refrigerator and freezer temperatures to ensure they are at appropriate temperatures; notify CM within 4 hours if the temperature is too warm.
::::•Regularly monitor dish sanitizer chemical concentration to ensure it is within the acceptable range; notify CFS within 4 hours if it is out of calibration.
::::•Ensure that all recycling, trash and compost is organized, sorted and gets out to the curb on schedule.
::::•Coordinate with CM to coordinate dump runs and/or CFS to coordinate special recycling pick-ups, as needed.
::::•Conduct daily security, habitability & fire safety walks of the unit. (Use winter break safety & maintenance checklist.)
::::•Report pest control issues to Operations Assistant and help coordinate treatment plan, if needed.
'' Approved by Board 3/21/19''

<noinclude>
====xii. Position Description for Unit-Level Habitability Coordinators.====
</noinclude>
<includeonly>
::xi. '''Position Description for Unit-Level Habitability Coordinators.'''
</includeonly>
:::A. Unit-Level Operations
::::•Meet with the outgoing Habitability Coordinator to exchange information and receive unit-specific training.
::::•Meet with the management team to plan, clean, and prepare common areas prior to move-in day.
::::•Schedule and conduct unit-level habitability training for all members. Create and deliver a mandatory unit-specific habitability training workshop.
::::•Conduct regular habitability self-inspections. Check house for habitability issues and areas of improvement on a regular basis.
::::•Promptly report major habitability concerns to the unit-level manager team.
::::•Following a failed inspection, develop a list of habitability tasks that members can complete to fulfill their Habitability Correction Hours. Ensure that habitability issues listed on reports are added to the list and are prioritized.
::::•Refer members seeking accommodations to the Workshift Manager or Housing Supervisor for assistance.
::::•Document completion of habitability correction workshift hours assessed after failed inspections.
::::•Work with WRM to divert reusable and recyclable items slated for dump run.
::::•Schedule dump runs as needed coordinate unit members to assist with loading.
::::•Create signage and other habitability education resources to support ongoing habitability in the unit.
::::•Assist with the design and reorganization of common areas to improve habitability, in conjunction with other unit-level managers.
:::B. Central-Level Relations
::::•Develop a list of Habitability Improvement projects for the semester no later than the end of the second week of each term. This list should include a breakdown of hours so that members can easily sign up for work.
::::•Meet with the Central-Level Habitability Coordinator once a month to discuss unit habitability issues and create project plans to resolve them.
::::•Develop and review a Habitability Issues document outlining on-going habitability issues and unit-specific information with the incoming Habitability Coordinator and submit the document to the Central Habitability Coordinator prior to move-out day.
::::•Submit fines for those who did not complete habitability correction hours by the deadline to Central-Level Habitability Coordinator. The deadline will be set by the Operations Assistant and will be contingent on the severity of the inspection issues.
::::•Work with Maintenance Liaison and Operations Assistant to identify potential HAPs and BAPs.

''Approved by Board 3/19/20''

VII.I. BSC Substance Abuse Policy

2021-09-29T17:03:37Z

Zoewan: /* updated MRS to MRC */

==Purpose==
The purpose of the Substance Abuse Policy is manifold. It serves to:
* further the BSC mission statement of providing a “quality, low-cost, cooperative housing community to university students, thereby providing an educational opportunity for students who might not otherwise be able to afford a university education,”
* minimize organizational liability and ensure the availability of appropriate affordable insurance.
* adhere to state and federal law
* protect the general health and welfare of the membership,
* provide clear processes and procedures for all stakeholders when substance abuse issues arise
* implement an overall strategy of community harm reduction.
==Definitions==
For the purpose of this policy:
* A substance shall be defined as alcohol or a controlled substance.
* A unit shall be defined as a BSC house or apartment complex.
* A respondent shall be defined as the member with an alleged substance abuse issue.
* Substance abuse shall be defined a maladaptive pattern of substance use that has negative individual, unit, and community repercussions. At the individual level, the substance abuser may fail to meet work, home, or school responsibilities, may engage in behaviors that jeopardize his or her own safety or the safety of others, and may experience legal, social, or interpersonal problems. At the unit level, an individual may fail to complete workshifts or other unit obligations, may fail to meet reasonable roommate expectations, and may invite outsiders with undesirable conduct into the unit. At the community level, a substance abuser may engage in activities that adversely affect community and university relations, contribute to increased rates, or otherwise jeopardizes the BSC Mission statement.
==BSC Attitude Towards Substance Abuse==
As an organization based on cooperative principles, the BSC strives to support individuals in pursuing university and community rehabilitation resources as long as their conduct does not conflict with our underlying mission of providing cooperative low-cost quality housing to university students.

Our first priority is ensuring a safe environment for all members, and investigating promptly any complaints made about a member’s conduct and taking appropriate action.

Our second priority is to provide a supportive and non-punitive environment for members interested in pro-actively seeking help for themselves. As such, no member need fear being the subject of a conduct investigation simply because they are asking for help with substance abuse. Furthermore, the BSC supports a network of unit-level Health Workers who are trained to provide confidential and supportive information and referrals to help members pursue university and community rehabilitation resources.. All members and managers are encouraged to seek support from these individuals at any time.
==Substance Abuse Voluntary Assistance Procedure==
Any member who is concerned about their own substance use or the substance use of another member is strongly encouraged to contact a House Manager OR the Member Resources Coordinator (MRC) to request referrals to professional assistance in addressing the problem.
The following have been identified as potential resources:
# The Member Resources Supervisor (for any member of the BSC)
# The Students of Concern Committee in the Dean of Students office (if a UC student)
# The Social Services Department of University Health Services (if a UC student)
# Options Recovery Center (for students without SHIP or other health insurance)
# Any other qualified medical or treatment provider available to the member
# A member’s request for advice, help, or referrals for substance abuse for themselves or another member will not trigger a complaint under Section 5. Substance Abuse Complaint Procedure.
==Substance Abuse Complaint Procedure==
===If a member’s substance abuse:===
* breaks either House/BSC rules,
* is in violation of state or federal law,
* violates the rights of others, or their reasonable expectation of safe space
* threatens life or poses a safety risk to self or others
* is in breach of a member’s contract,
* creates an organizational liability,

then any person may contact the Member Resources Supervisor to file a complaint. A member may also contact his or her house manager, who should subsequently contact the Member Resources Supervisor.

The complainant may remain anonymous if he or she wishes.
===The MRC shall be the default investigative factfinder.===
If the MRC is not available, the Executive Director may assign an alternate factfinder who may be the Executive Director, a designee of the Executive Director, or the Operations Manager.

The factfinder will decide if the complaint merits further investigation. If so, the factfinder will consult with the house manager, the respondent, and any other relevant parties to the complaint in order to investigate the issue. The factfinder will also direct the respondent to the services of the organizational Member Advocate.

A respondent who believes the factfinder is unable to conduct an unbiased investigation may contact the Executive Director or have the Member Advocate contact the Executive Director and make an argument about why the factfinder may not be able to conduct a neutral investigation. The ED shall consider the argument and assign an alternate factfinder if warranted. The decision of the ED will be final.
===The factfinder will have five business days to gather relevant information in order to assess the next action. This time period can be extended with the permission of the factfinder’s supervisor.===
When creating a written report of the situation, the factfinder will allow the statements of the complainant, the respondent, and all witnesses to remain anonymous. The respondent may waive the right to remain anonymous if he or she chooses, but may not require that any other parties reveal their identities.

A member’s prior efforts to seek treatment should be included in the report.
===Based on the information gathered, the factfinder may refer the member to any appropriate organizational and outside resources.===
Additionally, the factfinder will decide on an appropriate course of adjudication action from the following list.

Note: Any conditional contracts created as a result of actions iii and iv below will be premised on cessation of the substance use, and may require the member to utilize available university or community services.

===Possible Actions:===
<ol type="i">
<li>No further action – the factfinder will notifiy the complainant that based on the information gathered, no additional action is merited at this time.</li>
<li>Community Response – the factfinder will refer the issue back to the unit and allow the unit to cooperatively decide on the most appropriate course of action. This option is appropriate when the complaint can best be resolved by the input of unit's residents. This option may only be used with the consent of the respondent.</li>
<li>Staff-Issued Conditional Contract Policy (see Policy Directory VII.K) – If this action is chosen, then:
<ol type="a">
<li>It should be noted that though the policy is entitled “Staff-Issued Conditional Contract Policy” that it explicitly contains some specific circumstances that allow for unit councils to create and issue these contracts instead of a staff member.</li>
<li>The respondent always has the right to refuse this option and instead send his/her case to the Enforcement Committee.
</ol>
</li>
<li>Send to Enforcement Committee – the factfinder will refer the issue to the Conduct Committee. If the Conduct Committee cannot meet in a reasonable time frame, then Cabinet will hear the case.

Enforcement Committee consequences for substance abuse can range from a referral to outside resources to termination of the member’s contract, depending on the severity of the conduct, the potential to affect the safety of other BSC members, the overall effect on the BSC unit and BSC community, the BSC’s ability to manage the risk of harm by relying on community and university resources, and the potential of the behavior to jeopardize the BSC mission statement.</li>
<li>Send to ED, President, and Unit-level Manager for Clear and Present Danger Termination Consideration – if these three individuals decide that the Clear and Present Danger option is not appropriate, then options iii or iv may be used.</li>
</ol>

==Good Samaritan Policy==
<ol type="A">
<li>When a person calls to get medical help for another person on BSC property, who is in an emergency relating to alcohol or control substances, any evidence that becomes available because of the call will not be used in BSC adjudication proceedings against the caller. Additionally, any evidence in the police and medical reports related to the call will not be used against the caller by the BSC.</li>
<li>The same protection afforded to the caller in paragraph A above will be extended to the person needing emergency medical services if s/he enters into a confidential contract addressing substance abuse or other actions that contributed to the overdose situation, and does not present a clear and present danger to themselves or others.</li>
</ol>

VII.H. BSC Substance Abuse Policy

2021-09-29T17:02:25Z

Zoewan: /* updated MRS to MRC */

==VII.G. BSC SUBSTANCE ABUSE POLICY==

===Purpose===
The purpose of the Substance Abuse Policy is manifold. It serves to:
* further the BSC mission statement of providing a “quality, low-cost, cooperative housing community to university students, thereby providing an educational opportunity for students who might not otherwise be able to afford a university education,”
* minimize organizational liability and ensure the availability of appropriate affordable insurance.
* adhere to state and federal law
* protect the general health and welfare of the membership,
* provide clear processes and procedures for all stakeholders when substance abuse issues arise
* implement an overall strategy of community harm reduction.
===Definitions===
For the purpose of this policy:
* A substance shall be defined as alcohol or a controlled substance.
* A unit shall be defined as a BSC house or apartment complex.
* A respondent shall be defined as the member with an alleged substance abuse issue.
* Substance abuse shall be defined as a maladaptive pattern of substance use that has negative individual, unit, and community repercussions. At the individual level, the substance abuser may fail to meet work, home, or school responsibilities, may engage in behaviors that jeopardize his or her own safety or the safety of others, and may experience legal, social, or interpersonal problems. At the unit level, an individual may fail to complete workshifts or other unit obligations, may fail to meet reasonable roommate expectations, and may invite outsiders with undesirable conduct into the unit. At the community level, a substance abuser may engage in activities that adversely affect community and university relations, contribute to increased rates, or otherwise jeopardizes the BSC Mission statement.

===BSC Attitude Towards Substance Abuse===
As an organization based on cooperative principles, the BSC strives to support individuals in pursuing university and community rehabilitation resources as long as their conduct does not conflict with our underlying mission of providing cooperative low-cost quality housing to university students.

Our first priority is ensuring a safe environment for all members, and investigating promptly any complaints made about a member’s conduct and taking appropriate action.

Our second priority is to provide a supportive and non-punitive environment for members interested in pro-actively seeking help for themselves. As such, no member need fear being the subject of a conduct investigation simply because they are asking for help with substance abuse. Furthermore, the BSC supports a network of unit-level Health Workers who are trained to provide confidential and supportive information and referrals to help members pursue university and community rehabilitation resources.. All members and managers are encouraged to seek support from these individuals at any time.
===Substance Abuse Voluntary Assistance Procedure===
Any member who is concerned about their own substance use or the substance use of another member is strongly encouraged to contact a House Manager OR the Member Resources Coordinator (MRC) to request referrals to professional assistance in addressing the problem.
The following have been identified as potential resources:
# The Member Resources Supervisor (for any member of the BSC)
# The Students of Concern Committee in the Dean of Students office (if a UC student)
# The Social Services Department of University Health Services (if a UC student)
# Options Recovery Center (for students without SHIP or other health insurance)
# Any other qualified medical or treatment provider available to the member
# A member’s request for advice, help, or referrals for substance abuse for themselves or another member will not trigger a complaint under Section 5. Substance Abuse Complaint Procedure.
===Substance Abuse Complaint Procedure===
<ol type="A">
<li>
====If a member’s substance abuse:====
* breaks either House/BSC rules,
* is in violation of state or federal law,
* violates the rights of others, or their reasonable expectation of safe space
* threatens life or poses a safety risk to self or others
* is in breach of a member’s contract,
* creates an organizational liability,

then any person may contact the Member Resources Supervisor to file a complaint. A member may also contact his or her house manager, who should subsequently contact the Member Resources Supervisor.

The complainant may remain anonymous if he or she wishes.
</li>
<li>
====The MRC shall be the default investigative factfinder.====

If the MRC is not available, the Executive Director may assign an alternate factfinder who may be the Executive Director, a designee of the Executive Director, or the Operations Manager.

The factfinder will decide if the complaint merits further investigation. If so, the factfinder will consult with the house manager, the respondent, and any other relevant parties to the complaint in order to investigate the issue. The factfinder will also direct the respondent to the services of the organizational Member Advocate.

A respondent who believes the factfinder is unable to conduct an unbiased investigation may contact the Executive Director or have the Member Advocate contact the Executive Director and make an argument about why the factfinder may not be able to conduct a neutral investigation. The ED shall consider the argument and assign an alternate factfinder if warranted. The decision of the ED will be final.
</li>
<li>
====The factfinder will have five business days to gather relevant information in order to assess the next action.====
This time period can be extended with the permission of the factfinder’s supervisor.

When creating a written report of the situation, the factfinder will allow the statements of the complainant, the respondent, and all witnesses to remain anonymous. The respondent may waive the right to remain anonymous if he or she chooses, but may not require that any other parties reveal their identities.

A member’s prior efforts to seek treatment should be included in the report.
</li>
<li>
====Based on the information gathered, the factfinder may refer the member to any appropriate organizational and outside resources.====
Additionally, the factfinder will decide on an appropriate course of adjudication action from the following list.
</li>
Note: Any conditional contracts created as a result of actions iii and iv below will be premised on cessation of the substance use, and may require the member to utilize available university or community services.
<li>
====Possible Actions:====
<ol type="i">
<li>No further action – the factfinder will notifiy the complainant that based on the information gathered, no additional action is merited at this time.</li>
<li>Community Response – the factfinder will refer the issue back to the unit and allow the unit to cooperatively decide on the most appropriate course of action. This option is appropriate when the complaint can best be resolved by the input of unit's residents. This option may only be used with the consent of the respondent.</li>
<li>Staff-Issued Conditional Contract Policy (see Policy Directory VII.K) – If this action is chosen, then:
<ol type="a">
<li>It should be noted that though the policy is entitled “Staff-Issued Conditional Contract Policy” that it explicitly contains some specific circumstances that allow for unit councils to create and issue these contracts instead of a staff member.</li>
<li>The respondent always has the right to refuse this option and instead send his/her case to the Enforcement Committee.</li>
</ol>
</li>
<li>Send to Enforcement Committee – the factfinder will refer the issue to the Conduct Committee. If the Conduct Committee cannot meet in a reasonable time frame, then Cabinet will hear the case.

Enforcement Committee consequences for substance abuse can range from a referral to outside resources to termination of the member’s contract, depending on the severity of the conduct, the potential to affect the safety of other BSC members, the overall effect on the BSC unit and BSC community, the BSC’s ability to manage the risk of harm by relying on community and university resources, and the potential of the behavior to jeopardize the BSC mission statement.
</li>
<li>Send to ED, President, and Unit-level Manager for Clear and Present Danger Termination Consideration – if these three individuals decide that the Clear and Present Danger option is not appropriate, then options iii or iv may be used.</li>
</ol>
</li>
</ol>

===Good Samaritan Policy===
<ol type="A">
<li>When a person calls to get medical help for another person on BSC property, who is in an emergency relating to alcohol or control substances, any evidence that becomes available because of the call will not be used in BSC adjudication proceedings against the caller. Additionally, any evidence in the police and medical reports related to the call will not be used against the caller by the BSC.</li>
<li>The same protection afforded to the caller in paragraph A above will be extended to the person needing emergency medical services if s/he enters into a confidential contract addressing substance abuse or other actions that contributed to the overdose situation, and does not present a clear and present danger to themselves or others.</li>
</ol>

VII.L BSC PNG

2021-09-29T16:50:34Z

Zoewan: /* updated MRS to MRC */

==1.Overview:==

:A BSC PNG is a mechanism that prohibits a non-member from being present at any BSC property and prevents them from later obtaining a BSC contract without prior review of their application by the Administrative Committee (AdCom). The purpose of a BSC PNG is to provide a safe environment for our members and to reduce organizational liability caused by allowing unsafe non-members to be present on BSC property.

==2.Definitions:==

:'''Enforcement Committee''' – the Enforcement Committee shall refer to the committee that is investigating a non-member for BSC PNG consideration.

:'''Advocating Member''' – this section refers to the Advocating Member instead of the Member Advocate because the respondent is not currently a member and thus does not have a right to use the services of the Member Advocate.

:It is incumbent upon the respondent to find an Advocating Member if s/he wishes to have one. The Advocating Member must:
::1. Be a current BSC Member.
::2. Agree to act as the Advocating Member.
::3. Agree to not be compensated for the time.

:'''Enforcement Committee Screening Committee (ECSC)''' – If the Enforcement Committee is ConCom, the Screening Committee shall be the ConCom Chair, Executive Director, and Advocating Member (if one exists). If the Enforcement Committee is Cabinet, the Screening Committee shall be the President, Executive Director, and Advocating Member (if one exists).

:'''Enforcement Committee Chair''' – The Enforcement Committee Chair is either the ConCom Chair or President, respective to the Enforcement Committee.

==3.Investigation Procedure:==

:A. A non-member (“the respondent”) may be referred to the ECSC for BSC PNG consideration by the OM or MRC, in either of the following situations:

::If the OM or MRC receives notice that a unit has PNGed the respondent for behavior that fits one or more of the following criteria:
:::i. The behavior is dangerous to self, others, or property.
:::ii. The behavior would reasonably result in termination, if the respondent were a member.

:If a member or central-level supervisor has contacted the OM or MRC about a non-member that has displayed behavior fitting i or ii above.

:B. The factfinder shall be one of the following: (i) the Member Resources Supervisor (ii) the Operations Manager, or (iii) a designee of the Executive Director, as appropriate.

:C. The Executive Director shall inform the respondent of his or her right to have an Advocating Member contingent upon finding a current BSC member who agrees to act in this role. If an Advocating Member is obtained, the Executive Director or an appropriate designee shall make a good faith effort to meet with this person before the proceedings. The Advocating Member shall be advised of his/her role and responsibilities in the adjudication procedures.

:D. The fact-finder shall create a report within ten business days and submit it to the Enforcement Committee Chair, including, but not limited to: witness statements regarding the behavior of the respondent, and the respondent’s response to the complaint(s). The fact-finder’s report shall be viewable to the respondent and the Advocating Member, and shall include a recommended course of action. The ED may choose to extend the timeframe based on extenuating circumstances, such as being between academic sessions or the unavailability of key witnesses.

:E. The fact-finder shall submit the report to all parties that should reasonably have a chance to respond to it, including:
::The respondent and the Advocating Member
::The OM or MRC.
::The unit-manager of any units that have PNGed the respondent.
::Any complainants identified in the report

:F. The fact-finder will give all parties at least 72 hours to provide a written response to the report.

:G. The Enforcement Committee Screening Committee will allow the Enforcement Committee to hear the case if the evidence suggests that the respondent may cause harm to self, others, or property or if evidence suggests that the respondent has demonstrated behavior that would result in termination if the respondent were a member.

==4.Committee Procedure:==

:The entire proceeding shall be held in Executive Session. The Committee Chair or Executive Director shall reserve the right to alter any aspect of the procedure below in order to obey all applicable state and federal laws (such as restraining orders).

:A. The Enforcement Committee shall be given a chance to read the written report and follow-up written statements submitted to the fact-finder about the case.

:B. The respondent shall be given the right to appear in person. This right may be abrogated if the Committee Chair has made a good-faith effort (at least 7 days notice) to notify the respondent and the respondent is still not present at the proceedings.

:C.The order of recognition for opening statements shall be the following: the fact-finder, unit-level managers, the respondent, the Advocating Member.

:D.The chair shall set time limits for opening statements, between 1 and 6 minutes, taking into account the complexity of the issue. The chair shall consult the parties beforehand, if possible, and each speaker shall be allotted the same amount of time to speak.

:E.The Enforcement Committee members shall have a chance to ask questions with all parties in the room.

:F.All the parties who gave opening statements will be allowed to give a two-minute closing statement prior to deliberations in the same order as opening statements.

:G.Deliberations shall by default include only the Enforcement Committee and Advocating Member. The Enforcement Committee can vote by an absolute majority to allow other individuals to be present, so long as the respondent is not present in the room during the deliberations.

:H.The Enforcement Committee shall make a finding based on the preponderance of the evidence and implement a BSC PNG if either of the following conditions are met:
::i. the respondent presents a risk of harm to self, others, or property.
::ii. the respondent is found to have engaged in behavior or activities that would reasonably result in termination, if the respondent were a member.

:I.In order to enforce a BSC PNG, the Operations Manager or designee of the Operations Manager shall distribute identifying information about the respondent to all major unit-level managers.

==5.Overturning a BSC PNG==

:A. Appeals are not allowed for BSC PNGs. However, BSC PNGs may be overturned.

::A current BSC member may request to overturn a BSC PNG of a non-member if there was a procedural irregularity, misapplication of the policy in regards to the facts, or if new evidence has come to light. A request for overturning a BSC PNG for any of these reasons must be requested by the member within five working days of the PNG proceedings. The ECSC will evaluate these issues based on the substance of the member’s request and determine what action if any is warranted.

:B. If a potential member has previously been BSC PNGed and wishes to get a BSC contract, the potential member must present his request for a BSC contract to AdCom. AdCom members may vote to authorize a BSC contract only if the preponderance of the evidence shows that the following two conditions are met:
::i. The potential member will not prove a risk of harm to self, others, or property.
::ii. The potential member will not engage in conduct that is prohibited by BSC policies.

:At least two thirds of voting AdCom members must agree that these conditions are satisfied. AdCom may also impose specific restrictions and conditions on membership, such as restricting the individual’s access to specific units or creating a conditional contract with specific behavioral expectations.

VI.M. Member Education Program

2021-09-29T16:49:03Z

Zoewan: /* updated MRS to MRC */

'''General Description:'''

As a 501(c)(3) nonprofit housing organization with cooperative values and the mission of serving students who would not be able to attain an education without affordable housing, we strive to create and maintain affordable, accessible, and anti-oppressive living spaces where students from various backgrounds and identities can feel safer, grow personally and collectively, and thrive in academic and extracurricular engagements. The Member Resources Educators Program seeks to achieve this by offering outstanding education to the membership on both anti-oppression and consent education.

The Member Resources Educators will be a program within the Member Resources Department that specializes on Decentralized Member Education in the BSC. The program will be comprised of by the Anti-Oppression Working Group (AWG) and Consent Working Group (CWG) who will both be responsible for educating and informing the membership on both anti-oppression and consent education in the BSC. The working groups will primarily work with unit-level officers and the Member Resources Department to develop educational curriculums appropriate for various members in the BSC. In addition, they will work with the Cooperative Experience Manager (CExM), Member Resources Coordinator (MRC), Vice President of Experience & Training (VPET), and the Experience & Training Committee (ETCom) on improving both anti-oppression and consent education in the BSC. In short, they will work both at the unit level and central level on member education and training.

'''1. Duties and Responsibilities of the AWG and the CWG'''
:a. The Anti-Oppression Working Group Chair (AWG Chair) and the Consent Working Group Chair (CWG Chair) will be supervised by the Cooperative Experience Manager (CExM). They shall work in conjunction with the CExM, MRC, and Unit-level Presidents to ensure that unit-level workshops and educational events are coordinated and executed appropriately. They will also be tasked with facilitating meetings, maintaining communication between parties, and supervising their respective working group.
:b. The AWG primary task is to provide anti-oppression education to the BSC by conducting educational events in anti-oppression to the membership, and providing themselves as resources for members in various areas of anti-oppression education.
:c. The CWG’s primary task is to provide consent education to the BSC by conducting educational events in consent to the membership, and providing themselves as resources for members in various areas of consent education.
:d. Both working groups will be required to meet to discuss a semester plan on how they achieve their duties and responsibilities. These frequency of these meeting shall be up to the discretion of the chairs and the CExM.
:e. Both working groups will be responsible for developing alternative ways of educating members on both consent and anti-oppression education. In addition, they will work with ETCom to improve member education and manager training programs in the BSC, in particular consent education and anti-oppression education.
:f. Both working groups will develop curriculums for various educational event formats such as workshops, dialogues, talks, circles, and any other formats that are both effective and appropriate for various communities in the BSC. They will work with the CExM and MRC to achieve this.
:g. Both working groups will be required to collaborate with each other on the completion of their duties and responsibilities.

'''2. Training of the AWG and CWG'''
:a. Working Group Member Training shall be held from week 9 until week 15. The incoming Working Group members will be hired earlier and learn under the guidance of current working group members by attending workshops and Working Group meetings. New and Returning Working Group Members must attend the training, but be notified in ample time to attend the training. New and Returning Working Group Members must attend one training session with the current Chair between week 9 and week 15 in which they are familiarized with the current educational model (including the current workshops) and any other information deemed vital by the current WG Chair.
:b. The BSC will provide training to Working Group Members in the following areas by the end of Week 0 of the following semester:
::i. '''''General:''''' Advanced facilitation, Conflict Resolution, BSC policies pertaining to member conduct issues and processes.
::ii. '''''Consent Education:''''' Consent for Trainers, Sexual Harassment Prevention, Assault Prevention, and other appropriate trainings.
::iii. '''''Anti-Oppression Education:''''' Anti-Oppression for Trainers, Intersectional Allyship and Advocacy, Collective Liberation, Identity-Conflict Mediation, and other appropriate trainers.

'''3. Composition and Compensation of the Member Resources Educators Program'''
:a. The Member Resources Educators Program will be comprised of two working groups, the Anti-Oppression Working Group (AWG), and the Consent Working Group (CWG).
:b. Each working group shall have (1) Working Group Chair and (7) Working Group Members with a total (8) members per working group.
:c. The finalized composition of both working groups must be finalized by week 9 of the preceding term. The CExM and an ETCom member shall have the utmost discretion on the selection of the members and chairs of both working groups.
:d. Each working group member will be compensated at the workshift rate up to 30 hours per contract period.
:e. The Working Group Chairs will be compensated at the workshift rate up to 45 hours per contract period.
:f. The specifications for Summer Session is as follows:
::i. The working group will consist of (1) Working Group Chair and (5) Working Group Members with a total of (6) Members per working group.
::ii. The Summer Consent Working Group’s main goal will be implementation of current consent education rather than development of new education.

''Board Approved: 03/22/2018''

V.K. BSC Emergency Preparedness Plan

2021-09-29T16:43:29Z

Zoewan: /* updated MRS to MRC */

==V.K.1. POLICY DESCRIPTION==
This policy creates a process to reduce the chance of bodily harm inflicted onto the members of the BSC in the event of an
emergency. To this end, the policy will

:1. Define the numbers of members that must be trained for each house, and state explicitly the responsibility of the house-level management in being one of the trained members of each house. The area of training shall include, but not restricted to, search and rescue, first aid, and fire suppression.

:2. Define the process for which each house shall follow to inventory the emergency response kit (ERK). The content of this kit shall be reviewed by House Managers under the supervision of the Member Resource Coordinator (MRC) every semester, with a planned review and circulation of expired materials to occur every summer.

:3. Established a regular meeting for major stakeholders in the BSC emergency plan such that they can review existing plans and consider modifications.

==V.K.2. THE INVENTORY PROCESS==
• As a part of the requirements of the position, the House Managers will become responsible for taking inventory of the ERKs at each house. The House Manager is required to take the inventory of and order necessary supplies for all houses’ ERKs once per semester which will be done in collaboration with the MRS.

• Every semester, the Cloyne Facilities Manager, Rochdale Facilities Manager, Member Resource Supervisor and any other interested or affected parties will review the readiness plan, current state of supplies, inventory and note sites for resupply. It is strongly recommended that the Executive Director and Operations Manager attend these meetings as well.

• To make the process more efficient, the House Manager should use assistant(s) to take inventories. This assistant can be a House President or any member from the house. Any assistant who helps take inventory will receive HI or workshift compensation for their time (as determined by their house management).

• By week 6, House Managers must locate their respective ERK and must place a copy of their house Emergency Preparedness plan there, along with emergency contact information of house members. In addition, a copy of the house Emergency Preparedness plan must be made available to all house members for their personal review. By week 11, they are required to provide the Member Resource Supervisor with an inventory of the ERK. House Managers who do not do so will be at risk of losing 5% of their central level compensation.

• The Member Resource Supervisor is required to order any supplies needed to adequately stock the ERKs (per the Emergency Kit Necessary Materials list), ordering as many supplies as is possible through CK, and notify House Managers of the approximate date of arrival of supplies, as well as provide them with a detailed bill of all items ordered and the cost of each.

• Houses are responsible for financing the restocking of their ERK, determining with the accountant for the BSC and the Member Resource Supervisor which house account they would like the supplies to come from.

• House Managers will remain responsible for changing the water in their water barrels once every 1-2 years.

• The Emergency Kit Necessary Materials list shall be changed to include only the amount of supplies that are necessary to adequately serve the house in the case of an emergency, eliminating superfluous supplies. The MRS maintains a list of these supplies (see attached sheet).

==V.K.3. THE MEMBER'S TRAINING PROCESS==
'''Community Emergency Response Team (CERT) Trainings'''

• Each house must send their House President, House Managers and Maintenance Managers to at least one CERT Training held by the Berkeley Fire Dept; other managers are encouraged to attend.

• Each house will be required to send at least 3 managers, with 5 required for large houses (Cloyne and CZ), Fenwick, and Rochdale, to CERT Trainings. It is strongly recommended that managers evenly attend Search and Rescue, Disaster First Aid and Fire Suppression.

• The Member Resource Supervisor is responsible for, at the beginning of the semester, reminding House Managers of the minimum member training requirements of their house and directing them to the site where training dates are posted.

• The House Manager will become responsible for ensuring that their minimum member requirement is met and will themselves send in registration requests to the Berkeley Fire Dept, copying the email to the MRS.

• Each member who attends a CERT training must bring back a form signed by a CERT instructor to the MRS by the 11th week.

• Managers/members who register for training and cannot attend must find a replacement from their house to attend in their place or notify the Berkeley Fire Dept in advance that they will not be making it. They must also notify the MRS of any changes made. The Berkeley Fire Dept will provide the MRS with a list of those co-op members who did not attend the trainings that they registered for. Any members who did not arrange for a replacement or give the Fire Dept advanced notice that they wouldn’t be making it will be fined. The Member Resources Supervisor will fine houses $25 for each no show, and House Managers may choose whether or not to levy the fines to the individual member who did not
attend.

• All House Presidents, House Managers, and Maintenance Managers who do not complete their CERT training requirement (attending at least one training each semester) shall be fined according to the central level manager oversight policy of a fixed $50 compensation loss for each manager that does not complete the CERT training, as determined by the Member Resources Supervisor.

• The House Manager is to supply the names of the trained people to C.O. and C.O. is to keep an active list of trained people in each house.

'''Member Training Video'''

• The MRS is responsible for showing the video to managers at managers training.

• All BSC members need to watch the video at least once during their membership.

• The MRS is responsible for providing emergency information to members that is specific to the cooperative community during the showing of the video to make it more appropriate to the BSC.

• It is recommended that the MRS conduct inventories in tandem with the Habitability Inspections process (Contact the Operations Manager for more info).

'''Emergency Evacuation Drill'''

Houses are required to complete an emergency evacuation drill by the 7th week of each semester, to be led by the House President in collaboration with other managers and the MRS. The drill shall include:

:1. A presentation at a house council preceding the drill, including the following information: fire and earthquake response procedures; the locations of all exits, fire escapes, evacuation routes, fire extinguishers and fire alarms; the location of the e-kit, water barrels, and food cache; the location of the emergency assembly area; a review of the roles and responsibilities assigned in the House Emergency Plan.

:2. A drill which simulates an emergency evacuation. Separate fire and earthquake drills can be held or they can be incorporated into one drill. Aspects to be included in the drill are: how to respond to an earthquake; all possible evacuation routes; a run-through of the roles assigned in the House Emergency Plan; house assembly at the emergency assembly area. The drill must include practice of plans for disabled persons in all houses (for both ADA and non-ADA accessible houses this include plans for the deaf and blind). Optional: The use of mock injured persons during the drill to simulate a real earthquake and multi house drills utilizing the disaster caches.

:3. Participate in a coop-wide emergency drill whose date and nature is decided by ETCom.

'''Directive for Central Level Moving Forward'''

• Central Level has determined that we shall create 3 locations to house food supplies to be used for the entire membership
in the event of a large-scale emergency. Food will be stored in a shed in a parking spot at Northside Apartments, in a parking
structure at Oscar Wilde, and in a shed at Rochdale. There will be enough food (2000 calories per day) for every member
for 3 days. The food will be inventoried and rotated by central warehouse staff annually.

• Annually, the Member Resource Supervisor will be responsible for designating a BSC on-call or other employee to review the contents of the food caches in question and will arrange their replenishment according to need, in collaboration with CFS, who will order the supplies. Soon-to-be-expired food will be redistributed and billed to the houses.

I. DEFINITIONS AND CLASSIFICATIONS OF POSITIONS

2021-09-21T22:43:25Z

Zoewan: /* I. Deleted line D "Human Resources Committee" bc it no longer exist */

A. CENTRAL LEVEL MEMBER EMPLOYEE
: i. A BSC member employed by the BSC who is compensated in other than a wage form (i.e. workshift or Room and Board), with the exception of the President and Vice Presidents, and other positions designated by the Board of Directors.
: ii. Hourly employee – An employee expected to work a specific number of hours per week, regardless of the tasks performed.
: iii. Stipend employee – An employee expected to perform specific tasks, regardless of the number of hours involved.
: iv. Workshift Employee – A member who performs all or part of his/her workshift obligation in a position performed at the Central Level.

B. HOUSE LEVEL EMPLOYEES
A BSC member elected or hired by a house who is compensated in other than a wage form (i.e. workshift or room and board).

C. MANAGERS AND SUPERVISORS
: i. Managers as used in the Personnel Code shall refer to the Executive Director and Operations Manager and /or his/her designee(s).
: ii. Direct Supervisor – An employee responsible for the supervision of other employees in their department.

D. PERSONNEL APPEALS COMMITTEE
The primary body that hears personnel appeals and interprets the personnel code.

E. MEMBER HIRING COMMITTEE
The body that handles BSC Member Hiring.

''[Updated 04/25/13, 04/12/12]''

VI.M. Member Education Program

2021-08-19T03:56:49Z

Zoewan: /* Updated the changes passed at 3/22/18 board mtg */

'''General Description:'''

As a 501(c)(3) nonprofit housing organization with cooperative values and the mission of serving students who would not be able to attain an education without affordable housing, we strive to create and maintain affordable, accessible, and anti-oppressive living spaces where students from various backgrounds and identities can feel safer, grow personally and collectively, and thrive in academic and extracurricular engagements. The Member Resources Educators Program seeks to achieve this by offering outstanding education to the membership on both anti-oppression and consent education.

The Member Resources Educators will be a program within the Member Resources Department that specializes on Decentralized Member Education in the BSC. The program will be comprised of by the Anti-Oppression Working Group (AWG) and Consent Working Group (CWG) who will both be responsible for educating and informing the membership on both anti-oppression and consent education in the BSC. The working groups will primarily work with unit-level officers and the Member Resources Department to develop educational curriculums appropriate for various members in the BSC. In addition, they will work with the Cooperative Experience Manager (CExM), Member Resources Supervisor (MRS), Vice President of Experience & Training (VPET), and the Experience & Training Committee (ETCom) on improving both anti-oppression and consent education in the BSC. In short, they will work both at the unit level and central level on member education and training.

'''1. Duties and Responsibilities of the AWG and the CWG'''
:a. The Anti-Oppression Working Group Chair (AWG Chair) and the Consent Working Group Chair (CWG Chair) will be supervised by the Cooperative Experience Manager (CExM). They shall work in conjunction with the CExM, MRS, and Unit-level Presidents to ensure that unit-level workshops and educational events are coordinated and executed appropriately. They will also be tasked with facilitating meetings, maintaining communication between parties, and supervising their respective working group.
:b. The AWG primary task is to provide anti-oppression education to the BSC by conducting educational events in anti-oppression to the membership, and providing themselves as resources for members in various areas of anti-oppression education.
:c. The CWG’s primary task is to provide consent education to the BSC by conducting educational events in consent to the membership, and providing themselves as resources for members in various areas of consent education.
:d. Both working groups will be required to meet to discuss a semester plan on how they achieve their duties and responsibilities. These frequency of these meeting shall be up to the discretion of the chairs and the CExM.
:e. Both working groups will be responsible for developing alternative ways of educating members on both consent and anti-oppression education. In addition, they will work with ETCom to improve member education and manager training programs in the BSC, in particular consent education and anti-oppression education.
:f. Both working groups will develop curriculums for various educational event formats such as workshops, dialogues, talks, circles, and any other formats that are both effective and appropriate for various communities in the BSC. They will work with the CExM and MRS to achieve this.
:g. Both working groups will be required to collaborate with each other on the completion of their duties and responsibilities.

'''2. Training of the AWG and CWG'''
:a. Working Group Member Training shall be held from week 9 until week 15. The incoming Working Group members will be hired earlier and learn under the guidance of current working group members by attending workshops and Working Group meetings. New and Returning Working Group Members must attend the training, but be notified in ample time to attend the training. New and Returning Working Group Members must attend one training session with the current Chair between week 9 and week 15 in which they are familiarized with the current educational model (including the current workshops) and any other information deemed vital by the current WG Chair.
:b. The BSC will provide training to Working Group Members in the following areas by the end of Week 0 of the following semester:
::i. '''''General:''''' Advanced facilitation, Conflict Resolution, BSC policies pertaining to member conduct issues and processes.
::ii. '''''Consent Education:''''' Consent for Trainers, Sexual Harassment Prevention, Assault Prevention, and other appropriate trainings.
::iii. '''''Anti-Oppression Education:''''' Anti-Oppression for Trainers, Intersectional Allyship and Advocacy, Collective Liberation, Identity-Conflict Mediation, and other appropriate trainers.

'''3. Composition and Compensation of the Member Resources Educators Program'''
:a. The Member Resources Educators Program will be comprised of two working groups, the Anti-Oppression Working Group (AWG), and the Consent Working Group (CWG).
:b. Each working group shall have (1) Working Group Chair and (7) Working Group Members with a total (8) members per working group.
:c. The finalized composition of both working groups must be finalized by week 9 of the preceding term. The CExM and an ETCom member shall have the utmost discretion on the selection of the members and chairs of both working groups.
:d. Each working group member will be compensated at the workshift rate up to 30 hours per contract period.
:e. The Working Group Chairs will be compensated at the workshift rate up to 45 hours per contract period.
:f. The specifications for Summer Session is as follows:
::i. The working group will consist of (1) Working Group Chair and (5) Working Group Members with a total of (6) Members per working group.
::ii. The Summer Consent Working Group’s main goal will be implementation of current consent education rather than development of new education.

''Board Approved: 03/22/2018''

III.B. Central Level Operation

2021-08-19T03:36:31Z

Zoewan: /* III.B.9. STAFF FEEDBACK FORM POLICY */

==III.B.1. POLICY IMPLEMENTATION BY STAFF==
:1. Staff should adopt consistent Board and AdCom interpretations of policy except where that interpretation conflicts with law. They should inform the President whenever this is done.
:2. Staff shall approve routine requests falling under the AdCode, with AdCom acting as more of an appeals body. AdCom will receive a report of all cases so decided. Staff will be under the direction of the AdCom Chair.

==III.B.2. COLLECTION FROM DEBTORS==
:1. People who have left the co-ops owing money and without a deposit on file will be sent a letter informing them they have ten days to pay or their account will be sent to a collection agency. The BSC will deal with a collection agency that utilizes the TRW credit system.

==III.B.3. HOUSE RUN==
:1. The house run shall be three times per week, on Monday, Wednesday, and Friday.
:2. All units are required to have names on the mailboxes or a house list available.
::a. When a list is unavailable, it will be placed in the President’s or House Manager’s box.

==III.B.4. ENFORCEMENT OF PET POLICY==
:1. Any house in violation of the Pets section of the Administrative Code must immediately remove any pets in question or be held financially responsible for any costs directly attributable to the presence of these pets in the house or on its premises.

==III.B.5. CENTRAL LEVEL WORKSHIFT POOL==
:1. All Southside residents doing Central Kitchen shifts of less than five hours a week shall receive one-half hour workshift credit for walking time.
:2. All units will be responsible for their per capita share of Central Level Workshift hours or the houses shall pay such that other co-op workers can fill these shifts. These hours will be assessed annually such that a unit has to meet its obligation of Central Level hours.
:3. Houses that are down hours due to scheduling at the beginning of the semester rather than irresponsibility (i.e. they were not assigned enough shifts) will not be fined for those hours. If a house drops a shift, it will be fined until it replaces the shift. Houses up hours will be paid for them only to the extent that those hours are not greater than 10% of the house’s workshift requirement. The Operations Manager shall be responsible for assigning enough shifts to each house so that they will be able to do at least 90% of their workshift obligation. Houses will still be fined for shifts they are assigned, but do not perform. The Operations Manager will be responsible for informing workshift managers about this policy. Money paid to up-hours houses will be considered an expense of the Workshift Fine Fund.
:4. The temporary Central level workshift schedule shall be delivered to all room and board houses at workshift manager training. The Operations Manager shall include the following in writing with the delivery of the permanent CK workshift schedule: the formula used to determine the Central Level workshift hours requirement for all houses with a full explanation: an itemized list of houses, their occupancy, and house occupancy as a percentage of the total room and board house membership.
:5. Members with Central Level positions and house level workshift positions will receive workshift compensation from their Central Level position, leaving compensation for the house position (if any) up to the member’s house.
:6. Supervisors may bid for whom they wish, but may be denied an applicant if the applicant’s house has had its hours obligation filled. All jobs unfilled at the end of the bid because no house can go up hours will be assigned to houses that are still down hours, and each of these houses will be expected to fill its shifts from among its membership, and report names to C.O.
:7. During Thanksgiving week, Central Office workshift people will get credit for any days CO is not operating. CO will be closed during Thanksgiving week (10/26/06 BOD)
:8. In formulating the amount of Central Hours owed by each house, the average of the previous two semester’s membership (including central-level boarders) shall be used.
:9. When members with Central Level workshifts move out of their houses, they do so at the risk of losing their workshifts. The members’ old houses will have one week to decide whether or not they want to fill the shifts. Afterwards the member can choose to fill the shift. If neither the original house nor member wants the shift, CO can assign it to any house.
:10. Apartment dwellers shall be compensated for Central Level Workshifts in four installments. The first three installments will be released the payday after rent is due and the fourth at the end of the semester when the job is completed. The first three shall be in the form of rent credits. The amount of compensation to be released will be approved by the supervisor based on hours completed.

[''Board approved 5/8/14.'']

==III.B.6. NON-STUDENT STATUS==
:1. One warning letter for non-student status shall be sent after the drop date for UC Berkeley and the local community colleges. If proof of student status has not been submitted by the deadline set by staff (approximately two weeks after the first notice is sent), fifteen-day termination notices will immediately be sent to nonstudent members.

==III.B.7. MEMBER SURVEYS==
:1. There shall be a BSC Exit survey that will go out to all members who request that their security deposits be returned. The surveys shall be conducted every semester. Surveys completed by residents leaving the coops in the Spring semester shall be compiled by the Management Intern. During the Spring and Fall, the Operations Manager shall oversee the processing of the surveys. The Operations Manager will compile and track the survey results from semester to semester. The Member Resources Supervisor shall summarize the results every semester and present the Summary to the Board of Directors as soon as it becomes available.

==III.B.8. WEBSITE LINKS POLICY==
:1. The official BSC website may display links from post-secondary schools, their affiliated alumni associations, the BSC Alumni Association, and cooperative organizations to which the BSC belongs, without confining this display to a “links” page. BSC houses may post links to their house sites, but these must display a disclaimer specifying that the BSC does not take responsibility for or necessarily support the content of links. House sites must be approved by the house. All other website links must be placed only on a links page containing the disclaimer. Cabinet, with Board approval, has the discretion to drop links at any time, and organizations have no inherent right to be linked.

==III.B.9. STAFF FEEDBACK FORM POLICY==
Members and unit-level managers, directors and staff will be able to provide feedback about their interactions with specific staff members by filling out an online form on the BSC website. This form will be available throughout the year.

:a. Unit-level managers, directors and staff will be notified via their BSC email near the end of each semester that they can submit feedback online, in time for the feedback to be used in staff evaluations.
:b. Members will be reminded by a sign or a stack of cards at the C.O. front desk stating the web address of the feedback form.
Data from the online form will be sent to the Executive Director. It will be at the discretion of the Executive Director to decide how to deliver the feedback to the employee in question and/or investigate concerns shared via the form, consistent with BSC employment policies. This feedback process applies to all staff members who receive employee evaluations (which is generally people who work 20+ hours/week). IACom shall advise on and may direct the Executive Director to modify the questions on the form, as needed.

''Board Approved Amendment of this Policy: 5/3/2018''

''Board Approved: 12/05/2007''

==III.B.10 MEMBERSHIP INFORMATION POLICIES==

:1. Information on the membership may only be disseminated on the basis of existing state and federal laws

III.B. Central Level Operation

2021-08-19T03:34:49Z

Zoewan: /* Added "BSC" in the paragraph of III.B.9.a */

==III.B.1. POLICY IMPLEMENTATION BY STAFF==
:1. Staff should adopt consistent Board and AdCom interpretations of policy except where that interpretation conflicts with law. They should inform the President whenever this is done.
:2. Staff shall approve routine requests falling under the AdCode, with AdCom acting as more of an appeals body. AdCom will receive a report of all cases so decided. Staff will be under the direction of the AdCom Chair.

==III.B.2. COLLECTION FROM DEBTORS==
:1. People who have left the co-ops owing money and without a deposit on file will be sent a letter informing them they have ten days to pay or their account will be sent to a collection agency. The BSC will deal with a collection agency that utilizes the TRW credit system.

==III.B.3. HOUSE RUN==
:1. The house run shall be three times per week, on Monday, Wednesday, and Friday.
:2. All units are required to have names on the mailboxes or a house list available.
::a. When a list is unavailable, it will be placed in the President’s or House Manager’s box.

==III.B.4. ENFORCEMENT OF PET POLICY==
:1. Any house in violation of the Pets section of the Administrative Code must immediately remove any pets in question or be held financially responsible for any costs directly attributable to the presence of these pets in the house or on its premises.

==III.B.5. CENTRAL LEVEL WORKSHIFT POOL==
:1. All Southside residents doing Central Kitchen shifts of less than five hours a week shall receive one-half hour workshift credit for walking time.
:2. All units will be responsible for their per capita share of Central Level Workshift hours or the houses shall pay such that other co-op workers can fill these shifts. These hours will be assessed annually such that a unit has to meet its obligation of Central Level hours.
:3. Houses that are down hours due to scheduling at the beginning of the semester rather than irresponsibility (i.e. they were not assigned enough shifts) will not be fined for those hours. If a house drops a shift, it will be fined until it replaces the shift. Houses up hours will be paid for them only to the extent that those hours are not greater than 10% of the house’s workshift requirement. The Operations Manager shall be responsible for assigning enough shifts to each house so that they will be able to do at least 90% of their workshift obligation. Houses will still be fined for shifts they are assigned, but do not perform. The Operations Manager will be responsible for informing workshift managers about this policy. Money paid to up-hours houses will be considered an expense of the Workshift Fine Fund.
:4. The temporary Central level workshift schedule shall be delivered to all room and board houses at workshift manager training. The Operations Manager shall include the following in writing with the delivery of the permanent CK workshift schedule: the formula used to determine the Central Level workshift hours requirement for all houses with a full explanation: an itemized list of houses, their occupancy, and house occupancy as a percentage of the total room and board house membership.
:5. Members with Central Level positions and house level workshift positions will receive workshift compensation from their Central Level position, leaving compensation for the house position (if any) up to the member’s house.
:6. Supervisors may bid for whom they wish, but may be denied an applicant if the applicant’s house has had its hours obligation filled. All jobs unfilled at the end of the bid because no house can go up hours will be assigned to houses that are still down hours, and each of these houses will be expected to fill its shifts from among its membership, and report names to C.O.
:7. During Thanksgiving week, Central Office workshift people will get credit for any days CO is not operating. CO will be closed during Thanksgiving week (10/26/06 BOD)
:8. In formulating the amount of Central Hours owed by each house, the average of the previous two semester’s membership (including central-level boarders) shall be used.
:9. When members with Central Level workshifts move out of their houses, they do so at the risk of losing their workshifts. The members’ old houses will have one week to decide whether or not they want to fill the shifts. Afterwards the member can choose to fill the shift. If neither the original house nor member wants the shift, CO can assign it to any house.
:10. Apartment dwellers shall be compensated for Central Level Workshifts in four installments. The first three installments will be released the payday after rent is due and the fourth at the end of the semester when the job is completed. The first three shall be in the form of rent credits. The amount of compensation to be released will be approved by the supervisor based on hours completed.

[''Board approved 5/8/14.'']

==III.B.6. NON-STUDENT STATUS==
:1. One warning letter for non-student status shall be sent after the drop date for UC Berkeley and the local community colleges. If proof of student status has not been submitted by the deadline set by staff (approximately two weeks after the first notice is sent), fifteen-day termination notices will immediately be sent to nonstudent members.

==III.B.7. MEMBER SURVEYS==
:1. There shall be a BSC Exit survey that will go out to all members who request that their security deposits be returned. The surveys shall be conducted every semester. Surveys completed by residents leaving the coops in the Spring semester shall be compiled by the Management Intern. During the Spring and Fall, the Operations Manager shall oversee the processing of the surveys. The Operations Manager will compile and track the survey results from semester to semester. The Member Resources Supervisor shall summarize the results every semester and present the Summary to the Board of Directors as soon as it becomes available.

==III.B.8. WEBSITE LINKS POLICY==
:1. The official BSC website may display links from post-secondary schools, their affiliated alumni associations, the BSC Alumni Association, and cooperative organizations to which the BSC belongs, without confining this display to a “links” page. BSC houses may post links to their house sites, but these must display a disclaimer specifying that the BSC does not take responsibility for or necessarily support the content of links. House sites must be approved by the house. All other website links must be placed only on a links page containing the disclaimer. Cabinet, with Board approval, has the discretion to drop links at any time, and organizations have no inherent right to be linked.

==III.B.9. STAFF FEEDBACK FORM POLICY==
Members and unit-level managers, directors and staff will be able to provide feedback about their interactions with specific staff members by filling out an online form on the BSC website. This form will be available throughout the year.

:a. Unit-level managers, directors and staff will be notified via their BSC email near the end of each semester that they can submit feedback online, in time for the feedback to be used in staff evaluations.
:b. Members will be reminded by a sign or a stack of cards at the C.O. front desk stating the web address of the feedback form.
Data from the online form will be sent to the Executive Director. It will be at the discretion of the Executive Director to decide how to deliver the feedback to the employee in question and/or investigate concerns shared via the form, consistent with BSC employment policies. This feedback process applies to all staff members who receive employee evaluations (which is generally people who work 20+ hours/week). IACom shall advise on and may direct the Executive Director to modify the questions on the form, as needed.

''Board Approved: 5/3/2018''

''Board Approved: 12/05/2007''

==III.B.10 MEMBERSHIP INFORMATION POLICIES==

:1. Information on the membership may only be disseminated on the basis of existing state and federal laws

IV.A. Central Level Procurement Policy

2021-07-26T22:02:07Z

Zoewan: /* Updating this policy as per approval at Board #2 (10.22.20) [Updates made on 7/26/21 as it was not done at the time of approval] */

==1. Guiding Principles==

:a. In order to provide quality, low-cost, cooperative housing, the Central Level will purchase goods and contract for services by
::i. finding and selecting the “lowest responsible price” for those goods or services that are appropriately procured by the Central Level;
::ii. segregating duties in the procurement process to reduce the risk of error and fraud;
::iii. requiring different levels of invoice approval depending on the size of the transaction: and `
::iv. requiring auditable documentation of every stage of the procurement process.

:b. In addition to complying with the specific requirements set forth in the Procurement Policy, all those engaged in procurement for the BSC must follow the general BSC Business Conduct policies set forth in Section IV.G of the Policy Directory.
:c. Except for specific authority granted in the Procurement Policy to make an exception to policy, only the Board of Directors has the authority to approve or ratify a purchase of goods or services that violates this policy.

==2. Scope of Central-Level Procurement Authority==

:a. Central-Level purchasing of goods is authorized when budgeted and:
::i. with respect to goods requisitioned by the Units, the aggregated orders for the good received from the Units is such that centralized ordering generates economies of scale, creating a better price for the good (for example, toilet paper); or
::ii. the goods purchased are necessary to operate the Central-Level Departments (for example, copy paper); or
::iii. the goods purchased are necessary to meet the Central-Level safety, habitability, maintenance, and/or contractual obligations the BSC owes to each member (for example, a pipe needed to repair an existing toilet).

:b. Central-Level contracting for services is authorized when budgeted and:
::i. the service is needed at multiple Units to meet safety, habitability and preventive maintenance obligations (for example, pest control); or
::ii. the service is needed to meet specific Central-Level responsibilities (for example, auditing); or
::iii. the service requires the specialized expertise and experience of the Central-Level staff for oversight of its desired result (for example, structural engineering or seismic renovation).

:c. Goods and services not within the scope of authority of the Central Level departments to procure shall be procured directly by the responsible Unit-level managers with funds that are within the budget authority of the Unit-level management, subject to the procurement policies and practices of the individual Unit.

:d. The BSC will maintain a web site providing the Units with current information about vendors and product offerings for goods and services regularly requested by the Units to assist them in making well-informed requisitions of goods and services procured through the Central-Level and well-informed procurement decisions at the Unit-level with respect to goods and services not procured by the Central-Level.

:e. The Internal Affairs Committee will annually review the goods and services currently procured as well as those proposed to be procured through the Central Level and evaluate whether those goods and services should be procured at the Central Level. Based on its review, it will produce a list of authorized goods and services that shall be procured by the Central Level and shall submit that list to the Contracting Agent for vendor selection.

::i. The Internal Affairs will review and revise the list of authorized services at least annually during the Fall semester.
::ii. The Internal Affairs will review and revise the list of authorized products at least annually during the Spring semester. Note that this product review will not be at the level of individual items offered centrally, but rather general product categories, (e.g. coffee, tea, bread, cheese, batteries, paint, etc.). The Internal Affairs Committee will approve general product categories which it determines the Central Level should offer. The actual items offered within each category will be based on member preference and availability from the vendor which best matches the criteria for lowest responsible bid.
::iii. During any period when the Internal Affairs Committee is not in session, the Operations Manager may review requests to make additions to the list of authorized products or services, using the standards for Central Level procurement authority enumerated above.

==3. Vendor or Service Contractor Selection Based on Lowest Responsible Price==

:a. The BSC will select vendors or contractors to provide those goods or services authorized to be procured by the Central Level when it is determined that the vendor or service contractor is offering the BSC the “lowest responsible price” available.
:b. The BSC will make a thorough effort to secure the “lowest” price for any given product or service by engaging in a competitive bidding or a regular online price review process. In order to reduce the number of contracts and vendor relationships under management, the BSC may determine that when a large variety of products are most feasibly secured from a single vendor (for example, office products or fresh produce), the overall pattern of price competitiveness for the products most frequently purchased shall be determinative rather than the price of a single product (for example, “post-its” or apples).
:c. Criteria for determining the “responsibility” of a price offered by a vendor include whether:
::1. The vendor has the skill, judgment, experience, and resources necessary to capably fulfill orders or provide services in a timely and effective manner, taking into account feedback on prior performance provided by members, Unit-level managers, and Central-Level staff.
::2. The vendor’s contract and billing practices are consistent with the BSC’s invoicing and financial accounting requirements with respect to documentation and timing.
::3. The vendor’s delivery services are adequate for the BSC’s needs with respect to scheduling, reliability and delivery costs.
::4. The vendor demonstrates the ability to comply with BSC insurance and anti-discrimination requirements, as well as legal requirements specific to those goods and services.
::5. Any other criteria for evaluating the “lowest responsible price” recommended by CFCom and adopted by the Board of Directors in a regular annual review of BSC procurement practices conducted during the Fall Semester. In no event shall the criteria for “responsibility” preclude a competitive bidding process by making a single vendor the de facto sole supplier for a given good or service.
::6. The vendor meets the criteria for ethical procurement to the extent possible as determined by a reasonable, documented investigation:
:::i. Pro-Environment (both in the sourcing of materials for individual products and in our holistic approach to which goods we purchase/repair/recycle)

:::ii. Pro-Worker (by patronizing other co-ops and businesses which are worker owned/unionized)

:::iii. Anti-Carceral (by avoiding businesses which contract with police forces, prisons, and other agencies of governmental oppression)

:c. Only the Board of Directors has the authority to approve a vendor who does not meet Board-approved criteria for providing the “lowest responsible price” or to blacklist a vendor who does meet them.

:d. The frequency of vendor or service contractor price review shall be based on the volatility of the price, the ease of changing vendors, and the aggregate volume of the transactions, but shall not be less than annually.

:e. The Contracting & Purchasing Agent will regularly review and update the list of approved vendors for authorized goods and services based on the “lowest responsible price” for review and approval by the Operations Manager, except that:

::1. The Capital & Finance Committee will review vendor recommendations submitted by the Contracting Agent with input and advice from the Central Maintenance Supervisor for annual maintenance contracts that exceed $5,000 (such as pest control and fire alarm monitoring), professional services contracts necessary for building repair and renovation (for example, architectural and engineering), and specific construction contracts as specified under Section IV.I.1.
::2. The Internal Affairs Committee will review vendor recommendations submitted by the Contracting & Purchasing Agent with input and advice from the Executive Director for Network Support Services or web site services that exceed $10,000 annually and IT equipment purchases.

==4. Segregation of Duties==

:a. The BSC will maintain a system of checks and balances for purchase of goods and service contracts by segregating the following duties to the extent feasible within the constraints of the BSC’s organizational capacity:
::1. Selecting and contracting with vendors.
::2. Aggregating requisitions and placing orders.
::3. Receiving, monitoring and inspecting goods and services and approving invoices.
::4. Paying invoices.

:b. The responsibility to select and propose contracts with vendors based on the “lowest responsible price” will reside in a Contracting & Purchasing Agent supervised by the Operations Manager. Upon selecting a vendor, the Contracting & Purchasing Agent will solicit contract documentation from the vendor, which will be reviewed and approved by the department supervisor responsible for overseeing the goods and services and then executed by the Operations Manager or Executive Director before it is returned to the vendor for signature. The Contracting & Purchasing Agent will maintain vendor contract files in alphabetical order.

:c. The responsibility for reviewing requisitions to determine whether they are for goods and services that are authorized for Central-Level procurement and then aggregating orders for submission to the contracted vendor will reside in a Contracting & Purchasing Agent supervised by the Operations Manager.

:d. Except for those invoices that require the further review and approval of the Operations Manager, the responsibility for approving or disapproving an invoice will reside in the Department Supervisors responsible for receiving, distributing, overseeing, directing, and monitoring the quality of those goods and services because they have the information (such as, for example, a receiving manifest or inspection of the completed work at a construction site) necessary to evaluate whether the payment in the amount requested is justified by the original contract and by the amount and quality of the goods and services actually received.

::1. “Program Departments” include Central Maintenance, Central Office, and Central Warehouse.
::2. The Central Warehouse Supervisor will have this responsibility for the Central Warehouse Department.
::3. The Central Maintenance Supervisor will have this responsibility for the Central Maintenance Department.
::4. The Central Office Bookkeeping/Office Supervisor will have this responsibility for Central Office goods and services, except that

::(A). the Executive Director is responsible for IT services, HR services, auditing services, legal services, benefits contracts, insurance contracts, and other specialized professional services contracts authorized by the Board of Directors from time to time;
::(B). the Member Resources Supervisor is responsible for goods and services within their approved line item budget.
::(C). The Development Director is responsible for goods and services within their approved line item budget.
::(D). The Housing Supervisor is responsible for goods and services within their approved line item budget for recruitment.

:e. Upon approval of invoices as set forth above, the following invoices will also require the further review and approval of the Operations Manager when:
::1. A single invoice greater than $2,500.
::2. An invoice which when aggregated with prior invoices from the same vendor or contractor during the current fiscal year would cause the aggegrate payment during that fiscal year to exceed $10,000.
::3. Any invoice that the Accounts Payable Bookkeeper or the responsible Supervisor questions for compliance with the BSC Procurement Policy.
::4. The monthly statement of purchases completed using BSC credit cards.

:f. The Accounts Payable Bookkeeper will maintain vendor payment files in alphabetical order, receive invoices directly from the vendors, and send the invoices to the appropriate supervisor for approval. They will pay vendors and contractors only for invoices which are within the scope of the vendor’s contract, which have been approved by the responsible supervisor (and also by the Operations Manager when required), and which include all supporting documentation. The responsibility to reconcile promptly any discrepancies between invoices, contracts, and receiving reports will reside in Accounts Payable with cooperation from the responsible supervisors.

==5. Documentation and Review==
:a. Documentation of each step of a procurement will be maintained by the appropriate staff such that an audit trail is established so that the BSC’s independent auditor, the Executive Director or Operations Manager, or any BSC member can request and review the documentation necessary to evaluate the procurement of a specific good or service for compliance with BSC policies and procedures. Specifically, the Contracting & Purchasing Agent will maintain vendor contract files including vendor bids evaluated, approval of the vendor, and signed contracts. The Accounts Payable Bookkeeper will maintain vendor contracts payment files including purchase orders, receiving manifests or receipts, invoices, and copies of checks (or other proof of payment).
:b. Documentation demonstrating vendor selection through a competitive bidding process to find the lowest responsible bid must include bids evaluated (with date, price, delivery charges, and the quantity at which that price was evaluated), which bids were rejected why, and the final selection of the vendor for the given product or service.
:c. Documentation demonstrating a purchase must include requisitions by a BSC unit or central-level department, an aggregated order or purchase order, a receiving report initialed by the party receiving the good or service, an invoice signed by the program department supervisor responsible for the budget covering the purchase, and a copy of the check used to compensate the vendor.
:d. Digital archiving is preferred to paper filing when feasible.
:e. At least annually, the Operations Manager or a person under the supervision of the Operations Manager will randomly select 5% of BSC payments to audit for compliance with all aspects of the BSC Procurement Policy and shall report their findings to the Audit Committee at least annually.

X. AFFIRMATIVE ACTION CODE

2021-07-09T20:43:00Z

Zoewan: /* corrected words that has weird symbols "¬" and updated his/her with their */

A. POLICY AND GOALS 
# The BSC is an equal opportunity employer. It is our policy not to discriminate in hiring, training, promotion or retention of any job applicant or worker in the co-op (whether paid, room and board, or workshift) because of age, physical disability, ethnic background, marital status, national origin, political affiliation, race, religion, sex gender or sexual orientation. For the purposes of this policy, the term “minority” shall refer to all of the above categories.
# The goal of this policy will be to achieve overall parity between the BSC workforce and the general population from which our workforce is taken. In the case of jobs open only to members, the general population will be the entire membership of the BSC or in the case of house jobs, the population of the house itself. In the case of jobs open also to the general public, the population shall be the general population of the Berkeley-Oakland area, as defined by government statistics (and any other applicable statistics, when government statistics are unavailable).
# It is our policy to follow fair employment practices as mandated by Federal, State and/or local law. In accordance with the goals stated above, it is also our policy to actively seek to recruit, employ, train, and promote qualified persons from those groups traditionally discriminated against in our society, including but not limited to the categories above.
# Although it is clear that affirmative action cannot be legislated for elected positions, it is the intention of this policy that parity be achieved in all elected positions, through continuous education of the membership and encouragement of minorities to run for office.
# The principles and practices of the co-op require that all persons be treated with full dignity and respect. It is the responsibility of management and members on all levels to enforce this policy.

B. NON-DISCRIMINATION ON THE JOB 
It is the policy of the co-op that no worker shall be discriminated against in any way because of their minority status. Specifically, supervisors, Managers, co-workers and members of elected bodies, both on the central and house level, shall not make disparaging remarks about a person or her/his class, nor shall they make unwanted physical advances to another worker, or in any other way subject a worker to physical, verbal, visual or any other sort of harassment. In no way shall work be assigned, evaluated or compensated in a discriminatory manner.

C. UTILIZATION ANALYSIS 
An analysis of our workforce by job category shall be compiled at least annually. Job categories shall take into account both type and level of work. This analysis will be compared to applicable population statistics and will serve to determine whether or not the BSC has achieved parity in any category or overall.

D. TRAINING AND PROMOTION 
In any job category where parity is not achieved, there shall exist a program of training and skills development appropriate to the job. This might include, but not be limited to:
# Special entry-level trainee positions specifically designed for unskilled persons.
# On-the-job training for more highly skilled positions.
# Paid time off and/or payment of fees for outside job development courses.
# Rotational assignments for the purpose of upgrading or broadening skills.
# In all areas where parity has not been achieved, persons from underrepresented groups shall be given priority for entry-level training and skills development programs.

E. METHODS OF EDUCATION 
The BSC will use various methods to educate its staff and membership about affirmative action and this program, including but not limited to any of the following:
# Statements in staff and Managers’ manuals on this program.
# Section in the Owner’s Manual.
# Regular articles in the BSC newsletter.
# Discussion in Manager’s training sessions, house meetings and staff meetings.
# Posters in the houses and at Central Level.
# Training at the beginning of each semester for the new Hiring Commission.
# Discussion at Board Training.
# The purpose of such education is to ensure that every member and staff person knows her/his rights and the rights of others under this program, and is aware of how to exercise these rights.

F. IMPLEMENTATION AND ENFORCEMENT 
The Coordinator for Outreach Diversity & Anti-Discrimination shall oversee implementation and enforcement of affirmative action policies. It shall be the responsibility of all supervisors and house managers to ensure that this program is implemented in their departments or houses, that complaints are fairly and speedily dealt with, and that a continual education program in maintained.

G. FOR GRIEVANCES UNDER THIS POLICY, SEE SECTION VII.B.

Accounts Payable Specialist

2021-05-12T23:09:16Z

Zoewan: /* updated job description */

'''General Job Description:'''

The Accounts Payable Specialist is responsible for receiving, processing, verifying, and reconciling invoices according to established policies and procedures to ensure that BSC vendors and other entities are paid in an efficient, timely, and accurate manner. They prepare and process all payment requests and work with co-workers, student leaders, and vendors to ensure compliance with BSC documentation and approval processes and work to resolve discrepancies. They train and support unit-level managers in the appropriate reimbursement, purchase order card, and unit-level checking account procedures and reconcile unit-level checking accounts each month. They assist with the training and supervision of central level workshifters assigned to the Accounting Department, as needed. They assist with bi-weekly expense reporting, monthly closings, the annual audit process, provide reports to senior management, and perform other tasks, projects, and duties assigned by the Accounting/Office Supervisor and Finance & Accounting Manager.

'''Job Maintenance Tasks:'''

# Set up and maintain thorough and accurate vendor accounts and files, in accordance with BSC policies.
# Collect and file contracts, IRS forms, and insurance requirements, enter into online log, and monitor contract payments.
# Reconcile vendors statements; research and correct discrepancies.
# Review all invoices (including BSC credit cards and PO Cards), check requests, ACH debits, and deposit refunds for appropriate documentation, coding, and approval prior to processing.
# Prioritize invoices according to cash discount potential and/or payment terms.
# Communicate with all BSC departments (CFS, CM, CO) and unit-level managers to # ensure that all invoices are paid by vendor terms.
# Process checks for all invoices and other BSC payables during the weekly check run and/or as needed and maintain invoice and check files.
# Match invoices to checks, obtain all required signatures for checks, and distribute/mail checks accordingly.
# Compile all required documentation, ensure appropriate coding and approval, and prepare journal entries for the appropriate processing of ACH vendor payments.
# Respond to all vendor inquiries regarding payments and discrepancies.
# Assist the Accounting/Office Supervisor and Finance & Accounting Manager with monthly closings and the preparation of trial balance for quarterly and annual reporting.
# Responsible for the maintenance of required vendor documentation such as W-9s, 1099 reporting, and filing the yearly 1096 summary.
# Balance weekly Central Food & Supplies summaries, Central Level Workshift Reports, and monthly mileage reimbursement requests
# Train unit level managers at beginning of each semester regarding unit-level finance policies related to the proper maintenance of unit-level checking accounts, purchase order cards, and reimbursements and provide on-going support, as needed.
# Collect unit-level checking account documentation, review for compliance with BSC policies, coding, and approval requirements, and reconcile all accounts on a monthly basis.
# Prepare and issue purchase order cards for unit-level managers and staff each semester.
# Assist the Finance & Accounting Manager in the preparation of bi-weekly decentralization reports by generating and inputting relevant expense data.
# Seek discount opportunities from vendors to reduce expenses (e.g. by managing Costco Card rebates and other discount/rebate opportunities)
# Under the direction of the Accounting/Office Supervisor and Finance & Accounting Manager, prepare and provide analysis for PBC audit schedules related to Accounts Payable and/or other reports, as part of the annual audit process.
# Assist the Accounting/Office Supervisor with office management tasks, including, but not limited to:
::a. Maintenance of office equipment, e.g. printers, copy machines, postage meter, typewriter, etc.
::b. Organization and disbursal of office supplies
::c. Vehicle check out and checking mileage forms
:21. Assist with the training and supervision of Accounting Department workshifters.

:22. Upload cost distribution batches into the accounting database to appropriately post/distribute charges and assist the with the CFS cost distribution process, as needed.

:23. Prepare journal entries related to Accounts Payable for review and posting by the Finance & Accounting Manager.

:24. Develop custom reports and tools to assist with Accounts Payable and/or other Accounting Department functions, under the direction of and with the assistance of the Accounting/Office Supervisor and Finance & Accounting Manager.

:25. Other duties as assigned by the Accounting/Office Supervisor and/or Finance & Accounting Manager.

'''Relationship with Board/Membership:'''
# Respond to inquiries from unit-level managers via email, phone, and in person regarding invoices and charges to unit-level accounts.
# Keep relevant statistics and report to Board and/or senior management as necessary.

'''Skills/Knowledge Required for Job Performance:'''
# Thorough knowledge of applicable Accounts Payable and general ledger systems, chart of accounts, and generally accepted accounting procedures.
# Familiarity with and ability to quickly learn and utilize accounting software programs.
# Intermediate skill using Microsoft Office suite and advanced skill using Excel.
# Intermediate skill with Google Educational Suite applications (i.e. email, calendar, drive, etc.)
# Must possess strong organizational, record-keeping, and time management skills.
# Attention to fine detail and the ability to closely follow established policies and procedures.
# Ability to prioritize projects and adhere to deadlines.
# Effective analytical and problem-solving skills.
# Ability to demonstrate initiative, analyze workflow, and develop recommendations for improvement.
# Discretion, sound decision-making skills, and the ability to maintain confidentiality.
# Effective verbal, listening, and written communication skills and the ability to interact with members and co-workers in a professional manner.
# Fast and accurate use of 10-key calculator.
# Ability to type at least 60 wpm.
# Ability to work both independently and as part of a team in a fast-paced and high volume environment with an emphasis on accuracy and timeliness.
# The ability to effective teach, train, and supervise student workers.
# Desire and ability to work in a student-run, democratic, cooperative organization.
# Ability to work in a diverse and inclusive work environment.

'''Entry Level Experience/Education Required:'''

# Four years college, preferably in Accounting, Finance, and/or Business Management.
# Two years Accounts Payable experience.
# Previous training or supervisory experience preferred.

'''Additional Requirements:'''

Work is performed in a normal office environment and requires the ability to operate a computer keyboard, 10-key calculator, and engage in repetitive motions.

'''Term of Job:''' Indefinite

'''Expected Hours per Week:''' Full Time, Non-Exempt

'''Basic Wage Range:''' Hourly, Level 8 through 12

'''Hired by:''' Staff Hiring Committee

'''Immediate Supervisor:''' Accounting/Office Supervisor

'''Contract:''' BSC EA

'''Revised:''' Fall 2017

Accounts Receivable Specialist

2021-05-12T21:50:59Z

Zoewan: /* corrected immediate supervisor title from bookkeeping supervisor */

The Accounts Receivable Bookkeeper oversees the entire accounts receivable operation of the co-op. These duties include handling all member accounts from rent charges, late fees, housebills, parking fees, compensations, and payment arrangements. They supervise central-level workshifters and are responsible for the work flow in Accounts Receivable.

'''Job Maintenance Tasks:'''
:1. Process charges, check-in/check-out slips, late fines, parking charges, housebills, and compensations.
:2. Process and balance daily cash drawers and bank deposits.
:3. Process deposit refunds.
:4. Balance monthly reports to General Ledger for deposits, GA, RV, and FWV accounts.
:5. Generate statements, negotiate payment arrangements with current members, and monitor bad debts.
:6. Track data on delinquent accounts and assist with processing terminations for non-payment.
:7. Supervise central level workshifters.
:8. Cross train with Accounts Payable Bookkeeper functions for coverage.
:9. Assist with the annual audit process and other finance projects, as needed.
:10. Other duties as assigned by the Bookkeeping/Office Supervisor.

'''Relationship with Board/Membership:'''
:1. Answer questions from house level managers regarding compensations and housebills.
:2. Keep relevant statistics and provide reports to Board or management as necessary.

'''Skills/Knowledge Required for Job Performance:'''
:1. Working knowledge of Accounts Receivable and Accounts Payable Bookkeeping.
:2. Excellent office and record keeping skills.
:3. Excellent written, oral, and interpersonal communication and customer service skills.
:4. Fast and accurate on 10-key calculator.
:5. Type 60 wpm.
:6. Ability to work in fast-paced office environment.
:7. Supervisory experience/ability.
:8. Intermediate skill using Microsoft Office suite and advanced skill using Excel.
:9. Ability to quickly learn and effectively use new accounting databases.
:10. Ability to work independently, establish priorities and ensure timely project completion.
:11. Desire and ability to work in a student-run, democratic, cooperative organization.
:12. Demonstrated evidence of commitment to diversity and equity.

'''Entry Level Experience/Education Required:'''
:1. Four years college.
:2. Two years bookkeeping experience, including supervisory experience.

'''Additional Requirements:''' Work is performed in a normal office environment and requires the ability to operate a computer keyboard, 10-key calculator, and engage in repetitive motions.

'''Term of Job:''' Indefinite

'''Expected Hours per Week:''' Full Time, Non-Exempt

'''Basic Pay Rate:''' Hourly, Level 9 through 15

'''Hired by:''' Staff Hiring Committee

'''Immediate Supervisor:''' Accounting Supervisor

'''Contract:''' BSC EA

'''Revised:''' Spring 2015

Appendix E: Job Descriptions

2021-05-12T21:43:39Z

Zoewan: /* title changed */

'''NOTE: This page is still a work in progress, and will be for some time.'''

----

==Senior Managers==

===Professional Jobs===
[[Executive Director]]

[[Operations Manager]]

[[Finance & Accounting Manager]]

[[Cooperative Experience Manager]]

[[Human Resources Manager]]

[[Operations Assistant]]

[[Contracting & Purchasing Agent]]

===Student Jobs===

[[Board Director]]

[[Board Administrative Assistant]]

[[Hiring Committee Chair]]

[[Project Management Intern]]

[[Operations Crew]]

[[Central-Level Habitability Coordinator]]

==Accounting==

===Professional Jobs===
[[Bookkeeping Supervisor]]

[[Accounts Receivable Specialist]]

[[Accounts Payable Specialist]]

===Student Jobs===
[[Bank Runner]]

[[Budget Assistant]]

[[Accounts Receivable]]

[[Accounts Payable]]

[[Collections Assistant]]

==Central Maintenance==

===Professional Jobs===
[[Maintenance Supervisor]]

[[Maintenance Liaison]]

[[Senior Maintenance Crew Member]]

[[Maintenance Crew Member]]

===Student Jobs===
[[Assistant Maintenance Coordinator]]

[[Senior Crew]]

[[Summer & Temp Crew]]

[[Rochdale/Fenwick Maintenance Crew Member]]

[[Dump Run Coordinator]]

==Central Food & Supplies==

===Professional Jobs===
[[CFS Supervisor]]

[[Assistant CFS Supervisor]]

===Student Jobs===
[[Food Service Coordinator]]

[[CFS Cost Accountant]]

'''Central Food & Supplies, Room & Board, and Workshift positions:'''

[[Waste Reduction Coordinator]]

[[Produce Packing Chief]]

[[Produce Assistant]]

[[Non-Perishables]]

[[Milk Manager]]

[[Costco]]

[[Office Assistant]]

[[Bread Coordinator]]

[[Afternoon Delivery Coordinators]]

[[Food Service Coordinator]]

[[Summer CFS Delivery Driver]]

==Development==

===Professional Jobs===
[[Development Director]]

[[Webmaster]]

===Student Jobs===
[[Development and Communications Assistant]]

[[Alumni Coordinator]]

[[Recruitment Coordinator]]

[[Table Promoters]]

==Housing==

===Professional Jobs===
[[Housing Supervisor]]

[[Assistant Housing Supervisor]]

[[Cloyne Facilities Manager]]

[[Rochdale/Fenwick Apt. Manager]]

===Student Jobs===
[[Receptionists]]

[[Housing Assistant]]

[[Housing]]

[[House Runner]]

==Member Resources==

===Professional Jobs===
[[Member Resources Coordinator]]

[[Mental Health Consultant]]

[[Conduct Hearing Coordinator]]

===Student Jobs===
[[Member Resources Assistant]]

[[Social Manager Coordinator]]

[[Health Education Coordinator]]

[[Health Worker Coordinator]]

[[Emergency Services Coordinator]]

[[Disability Access Coordinator]]

[[Administrative Member Advisor]]

[[Conduct Committee Chair]]

[[Conduct Member Advisor]]

[[Coordinator of Diversity and Anti Discrimination]]

[[Fair Employment Practices Administrator]]

[[Peer Support Group Network Coordinator]]

Accounts Payable

2021-05-12T21:42:46Z

Zoewan: Zoewan moved page Accounts Payable to Accounts Payable Specialist: title changed

#REDIRECT [[Accounts Payable Specialist]]

Accounts Payable Specialist

2021-05-12T21:42:46Z

Zoewan: Zoewan moved page Accounts Payable to Accounts Payable Specialist: title changed

'''GENERAL JOB DESCRIPTION:'''

The Accounts Payable Specialist is responsible for receiving, processing, verifying, and reconciling invoices according to established policies and procedures to ensure that BSC vendors and other entities are paid in an efficient, timely, and accurate manner. They prepare and process all payment requests and work with co-workers, student leaders, and vendors to ensure compliance with BSC documentation and approval processes and work to resolve discrepancies. They train and support unit-level managers in the appropriate reimbursement, purchase order card, and unit-level checking account procedures and reconcile unit-level checking accounts each month. They assist with the training and supervision of central level workshifters assigned to the Accounting Department, as needed. They assist with bi-weekly expense reporting, monthly closings, the annual audit process, provide reports to senior management, and perform other tasks, projects, and duties assigned by the Accounting/Office Supervisor and Finance & Accounting Manager.

'''SKILLS/KNOWLEDGE REQUIRED:'''

# Thorough knowledge of applicable Accounts Payable and general ledger systems, chart of accounts, and generally accepted accounting procedures.
# Familiarity with and ability to quickly learn and utilize accounting software programs.
# Intermediate skill using Microsoft Office suite and advanced skill using Excel.
# Intermediate skill with Google Educational Suite applications (i.e. email, calendar, drive, etc.)
# Must possess strong organizational, record-keeping, and time management skills.
# Attention to fine detail and the ability to closely follow established policies and procedures.
# Ability to prioritize projects and adhere to deadlines.
# Effective analytical and problem-solving skills.
# Ability to demonstrate initiative, analyze workflow, and develop recommendations for improvement.
# Discretion, sound decision-making skills, and the ability to maintain confidentiality.
# Effective verbal, listening, and written communication skills and the ability to interact with members and co-workers in a professional manner.
# Fast and accurate use of 10-key calculator.
# Ability to type at least 60 wpm.
# Ability to work both independently and as part of a team in a fast-paced and high volume environment with an emphasis on accuracy and timeliness.
# The ability to effectively teach, train, and supervise student workers.
# Desire and ability to work in a student-run, democratic, cooperative organization.
# Ability to work in a diverse and inclusive work environment.

'''ENTRY-LEVEL EXPERIENCE AND/OR EDUCATION REQUIRED:'''

# Four years college, preferably in Accounting, Finance, and/or Business Management.
# Two years Accounts Payable experience.
# Previous training or supervisory experience preferred.

'''ADDITIONAL REQUIREMENTS:'''

Work is performed in a normal office environment and requires the ability to operate a computer keyboard, 10-key calculator, and engage in repetitive motions.

'''COMPENSATION AND BENEFITS:'''

This is a full-time position with a competitive hourly pay rate based on prior experience and skill level, with a minimum starting wage of $24.29/hour. Benefits and other conditions of employment are pursuant to a collective bargaining agreement, which currently provides for annual cost-of-living pay increases, annual performance-based raises and/or bonuses, paid health and dental insurance for employee and dependents, paid holidays, vacation and sick leave, long-term disability and life insurance, and a generous retirement benefits program.

Appendix E: Job Descriptions

2021-05-12T21:42:07Z

Zoewan: /* title changed */

'''NOTE: This page is still a work in progress, and will be for some time.'''

----

==Senior Managers==

===Professional Jobs===
[[Executive Director]]

[[Operations Manager]]

[[Finance & Accounting Manager]]

[[Cooperative Experience Manager]]

[[Human Resources Manager]]

[[Operations Assistant]]

[[Contracting & Purchasing Agent]]

===Student Jobs===

[[Board Director]]

[[Board Administrative Assistant]]

[[Hiring Committee Chair]]

[[Project Management Intern]]

[[Operations Crew]]

[[Central-Level Habitability Coordinator]]

==Accounting==

===Professional Jobs===
[[Bookkeeping Supervisor]]

[[Accounts Receivable Bookkeeper]]

[[Accounts Payable Specialist]]

===Student Jobs===
[[Bank Runner]]

[[Budget Assistant]]

[[Accounts Receivable]]

[[Accounts Payable]]

[[Collections Assistant]]

==Central Maintenance==

===Professional Jobs===
[[Maintenance Supervisor]]

[[Maintenance Liaison]]

[[Senior Maintenance Crew Member]]

[[Maintenance Crew Member]]

===Student Jobs===
[[Assistant Maintenance Coordinator]]

[[Senior Crew]]

[[Summer & Temp Crew]]

[[Rochdale/Fenwick Maintenance Crew Member]]

[[Dump Run Coordinator]]

==Central Food & Supplies==

===Professional Jobs===
[[CFS Supervisor]]

[[Assistant CFS Supervisor]]

===Student Jobs===
[[Food Service Coordinator]]

[[CFS Cost Accountant]]

'''Central Food & Supplies, Room & Board, and Workshift positions:'''

[[Waste Reduction Coordinator]]

[[Produce Packing Chief]]

[[Produce Assistant]]

[[Non-Perishables]]

[[Milk Manager]]

[[Costco]]

[[Office Assistant]]

[[Bread Coordinator]]

[[Afternoon Delivery Coordinators]]

[[Food Service Coordinator]]

[[Summer CFS Delivery Driver]]

==Development==

===Professional Jobs===
[[Development Director]]

[[Webmaster]]

===Student Jobs===
[[Development and Communications Assistant]]

[[Alumni Coordinator]]

[[Recruitment Coordinator]]

[[Table Promoters]]

==Housing==

===Professional Jobs===
[[Housing Supervisor]]

[[Assistant Housing Supervisor]]

[[Cloyne Facilities Manager]]

[[Rochdale/Fenwick Apt. Manager]]

===Student Jobs===
[[Receptionists]]

[[Housing Assistant]]

[[Housing]]

[[House Runner]]

==Member Resources==

===Professional Jobs===
[[Member Resources Coordinator]]

[[Mental Health Consultant]]

[[Conduct Hearing Coordinator]]

===Student Jobs===
[[Member Resources Assistant]]

[[Social Manager Coordinator]]

[[Health Education Coordinator]]

[[Health Worker Coordinator]]

[[Emergency Services Coordinator]]

[[Disability Access Coordinator]]

[[Administrative Member Advisor]]

[[Conduct Committee Chair]]

[[Conduct Member Advisor]]

[[Coordinator of Diversity and Anti Discrimination]]

[[Fair Employment Practices Administrator]]

[[Peer Support Group Network Coordinator]]

Accounts Payable Specialist

2021-05-12T21:40:28Z

Zoewan: /* Added this job description as it was not linked to this page */

Accounts Receivable Bookkeeper

2021-05-12T18:21:37Z

Zoewan: Zoewan moved page Accounts Receivable Bookkeeper to Accounts Receivable Specialist: title has changed

#REDIRECT [[Accounts Receivable Specialist]]