III.A. Unit Operations

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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 II.A.1.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 II.A.1.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 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 pickup, 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 pickup 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 II.A.1.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 Unit-Level Officer Transition Process.
B. Attend all required Manager Trainings as described in the 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. Unit-Level Manager Specific Job Duties
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.
i. Position Description for Finance Managers
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 Bookkeeper 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 Bookkeeper.
• Pick up reimbursement checks from Bookkeeping Department.
• Deposit all checks or arrange for their deposit.


ii. Position Description for House Managers
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 A/P bookkeeper 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 Supervisor (MRS) 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 MRS 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 Bookkeeper 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 Bookkeeper.
• Pick up reimbursement checks from Bookkeeping Department.
• Deposit all checks or arrange for their deposit.
D. Habitability and Emergency Response (15%)
• Complete all specific habitability duties as determined by the unit-level manager team.
• 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 your emergency kit and water barrels each Spring semester and replace any missing or damaged items.


iii. Position Description for House President
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 MRS 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 Bookkeeping 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 MRS 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 Bookkeeper 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 assigned habitability duties as determined by the unit-level manager team.
• 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).


iv. Position Description for Unit Level Kitchen Managers

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 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.


v. Position Description for Unit Level Maintenance Managers

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.
• Schedule dumps runs as needed prior to move-in day and coordinate unit members to assist with loading.
• 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, and to develop a list of HI (Home Improvement) projects, 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.
• Promptly report unit-level maintenance concerns to central level liaison.
• Retrieve Purchase Order (PO) card from Central Office and promptly turn in all receipts.
• 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.
• Request dump runs and schedule members to help with loading as needed.
• 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.
• Attend a CERT Training class with the Berkeley Fire Department each semester.
D. Unit Improvement Project Coordination (5%)
• Submit a list of at least 5 prioritized HI projects to Central Maintenance before the fourth week of the contract period. Full details are outlined in the Home Improvement Policy.
• Facilitate the unit’s request and use of HAPS. Full details are outlined in the House Approved Project Procedure.


vi. Position Description for Social Managers
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 (MRS) 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 MRS.
• 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 MRS 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 MRS 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 MRS and SMC regarding event planning, coordination, policy compliance, and security/safety planning.
• Attend mid-term Social Manager Meetings as requested by the MRS 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 MRS 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 determined by the unit-level manager team; 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.


vii. Position Description for Waste Reduction Managers

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 pickup.
• Notify Central Level Liaison if an extra pickup 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 pickup by the designated days.
• Contact Waste Reduction Coordinator (WRC) if extra pickups are needed.
• Contract 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 pickup 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 pickups of free pile items that can be recycled or reused at the unit.
• 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.


viii. Position Description for Unit Level Workshift Managers

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 determined by the unit-level manager team.
• 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 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.


ix. Position Description for Community Manager
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
•Enforce the BSC Anti-Oppression Framework by spearheading initiatives to challenge oppression from an intersectional approach in the house
• Work with the management team to actively practice intersectional allyship and advocacy, and member empowerment in the unit.
• Educate members on collective liberation and intersectional allyship
• Check in regularly with members and address their needs and concerns in regards to theme programming
• Check in with members individually a minimum of twice each semester to answer questions, get feedback, or offer support on the theme.
• Assist members and managers with conflict resolution and restorative justice
• Spearhead initiatives that aim to retain current members in the theme house
• Work with the House President on educational workshop coordination
• Work with the House Manager and House President on community issues and member conflicts
B. Central-Level & External Relations (30%)
• Have consistent communication with both campus and community organizations related to the theme of the unit
• Spearhead initiatives 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 each council meeting.
• Develop a spending programming budget and share it with central-level liaison by the beginning of week 4.
D. Habitability and Emergency Response (10%)
• Complete all assigned habitability duties as determined by the unit-level manager team.
• Complete all assigned duties related to emergency response and preparedness as determined by your unit-level manager team.


x. Position Description for Health Workers
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.
x. Position Description for Winter Break Managers

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

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 Supervisor/Crew
Social Managers -- Member Resources Supervisor
Waste Reduction Managers – Assistant CFS Supervisor
Workshift Managers – 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 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.

6. 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.

7. 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.

8. 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.

9. 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 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 population. If the house denies the appeal, the member may then appeal to AdCom. However, the member must keep in mind that any workshift appeals to AdCom will require a preponderance of evidence from the member (as determined by the AdCom Screening Committee) 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.

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 Section B of the policy VI.I. BSC Guidelines on Accommodating Service and Assistance Animals. 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 3/21/19

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 section IV. Guidelines for Receiving an Accommodation.
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.9.b 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.9.b 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.9.a.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 Section VII.I, 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.9.c.v.
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.

[Updated 8/8/19)