1.0 POLICY TITLE: GLOBAL END
Accessible, quality housing, active and democratic citizenship and participation in the cooperative movement at a cost of shared volunteerism and justifiable expenses with co-op financial asset.
2.0 POLICY TITLE: GLOBAL EXECUTIVE CONSTRAINT
The Executive Team shall not cause or allow any practice, activity, decision, or organizational circumstance, which is either unlawful, imprudent or in violation of commonly accepted cooperative administrative practice and professional ethics, or in violation of Cooperative Identity, Values and Principles.
2.1 POLICY TITLE: TREATMENT OF MEMBER-RESIDENTS
With respect to interactions with member-residents or those applying to be member-residents, the Executive Team shall not cause or allow conditions, procedures, or decisions that are unsafe, unclear, inequitable, unfair, disrespectful or unnecessarily intrusive.
Further, the Executive Team shall not:
2.2 POLICY TITLE: TREATMENT OF HOUSEHOLDS
With respect to interactions with co-op houses, the Executive Team shall not cause or allow conditions, procedures, or decisions that interfere with house autonomy in quality of life/culture issues of the household.
Further, the Executive Team shall not:
2.3 POLICY TITLE: TREATMENT OF WORKERS
With respect to the treatment of paid and volunteer staff, member-workers and contractors, the Executive Team may not cause or allow conditions, which are unfair, unsafe, undignified, disorganized, or unclear.
Further, the Executive Team shall not:
2.4 POLICY TITLE: COMPENSATION AND BENEFITS
With respect to employment, compensation, and benefits to workers, the Executive Team shall not cause or allow jeopardy to fiscal integrity or public image.
Further, the Executive Team shall not:
2.5 POLICY TITLE: BUSINESS PLANNING AND FINANCIAL BUDGETING
Business planning and financial budgeting for any fiscal year or the remaining part of any fiscal year shall not deviate materially from board’s Ends priorities, risk fiscal jeopardy, or fail to be derived from a multi-year plan.
Further, the Executive Team shall not:
2.6 POLICY TITLE: FINANCIAL CONDITION AND ACTIVITIES
With respect to the actual, ongoing financial condition and activities, the Executive Team shall not cause or allow the development of fiscal jeopardy, a material deviation of actual expenditures from board priorities established in Ends policies, or financial accounting to be out of conformity with Generally Accepted Accounting Principles.
Further, the Executive Team shall not:
2.7 POLICY TITLE: ASSET PROTECTION
Executive Team shall not allow cooperative assets to be unprotected, inadequately maintained or unnecessarily risked.
Further, the Executive Team shall not:
2.8 POLICY TITLE: EMERGENCY EXECUTIVE DIRECTOR SUCCESSION
In order to protect the board from sudden loss of Cooperative Management services, the Executive Director shall not operate without a written plan identifying at least one other named person familiar with Cooperative Management issues and processes.
2.9 POLICY TITLE: COMMUNICATION AND SUPPORT TO THE BOARD
The Executive Team shall not permit the board to be uninformed or unsupported in its work.
Further, the Executive Team shall not:
3.0 POLICY TITLE: GLOBAL GOVERNANCE COMMITMENT
The purpose of the board, on behalf of our legal ownership (the people who hold shares in the MSU Student Housing Cooperative) and our moral ownership (the people who invest themselves for the common good, quality of living and expansion of the cooperative movement), is to see to it that the MSU Student Housing Cooperative (SHC) (a) achieves what it should, and (b) avoids unacceptable actions and situations.
3.1 POLICY TITLE: GOVERNING STYLE
The board will apply the Cooperative Identity, Values and Principles and govern with an emphasis on (a) outward vision rather than an internal preoccupation, (b) encouragement of diversity in viewpoints, © strategic leadership more than administrative detail, (d) clear distinction of board and chief executive roles, (e) collective rather than individual decisions, (f) future rather than past or present, and (g) proactivity rather than reactivity.
On any issue, the Board must ensure that all divergent views are considered in making decisions, yet must resolve into a single organizational position.
Accordingly:
3.2 POLICY TITLE: SHARED VALUES
The Board shall work toward establishing clarity in its values. Those values that have been explored, discerned and represented here shall influence the thinking of all other policies created by the board. These are the values that we believe:
3.3 POLICY TITLE: BOARD JOB DESCRIPTION
Specific job outputs of the board, as an informed agent of the ownership, are those that ensure appropriate organizational performance.
Accordingly, the board has direct responsibility to create:
3.4 POLICY TITLE: BOARD MEMBERS' CODE OF CONDUCT
The board commits itself and its members to ethical, cooperative, and lawful conduct, including proper use of authority and appropriate decorum.
3.5 POLICY TITLE: AGENDA PLANNING
The board will follow an annual agenda which (a) explores and advances development of Ends policies and (b) enhances board performance through board education and enriched input and deliberation.
3.6 POLICY TITLE: OFFICER ROLES
Officers are annually elected to facilitate the work of the Board in its governing role. Officers may delegate their authority, but remain accountable for its use.
Accordingly:
3.7 POLICY TITLE: BOARD COMMITTEE PRINCIPLES
Board committees are formed to help the board do its job, not to help or advise the staff.
Accordingly:
3.8 POLICY TITLE: BOARD COMMITTEE STRUCTURE
A committee is a board committee only if its existence and charge come from the board, regardless whether board members sit on the committee. The only board committees are those which are set forth in this policy. Unless otherwise stated, a committee ceases to exist as soon as its task is complete.
3.9 POLICY TITLE: GOVERNANCE INVESTMENT
Because poor governance costs more than learning to govern well, the board will invest in its governance capacity.
Accordingly:
4.0 GLOBAL GOVERNANCE-MANAGEMENT CONNECTION
Because of the nature of Cooperative government and the organizational structure of the MSU Student Housing Cooperative, policies of the board shall reflect the term Executive Team, intending the inclusion of the elected President, the Executive Director.
The board’s primary connection to the operational organization, its achievements and conduct will be through its Executive Team.
4.1 POLICY TITLE: UNITY OF CONTROL
Only officially passed motions of the board are binding on the Executive Team.
Accordingly:
4.2 POLICY TITLE: ACCOUNTABILITY OF THE EXECUTIVE TEAM
The Executive Team, acting in the roles of Chief Executive Officer and Chief Operations Officer, are the board’s primary link to operational achievement and conduct, so that authority and accountability of staff, as far as the board is concerned, is considered the authority and accountability of the Executive Team.
Accordingly:
4.3 POLICY TITLE: DELEGATION TO THE EXECUTIVE TEAM
The board will instruct the Executive Team through Board-approved Ends and Executive Limitations, allowing the Executive Team to use any reasonable interpretation of these policies.
Accordingly:
4.4 POLICY TITLE: MONITORING EXECUTIVE TEAM PERFORMANCE
Systematic and rigorous monitoring of Executive Team job performance will be solely against accomplishment of Ends and compliance with Executive Limitations.
Accordingly:
# | Title | Type of Report | Frequency | Report Due | Review |
---|---|---|---|---|---|
1.0 | Global End | Internal | Annual | 2nd mtg Sept | 1st mtg Oct |
2.0 | Global Executive Constraint | Internal | Annual | Dec | 1st mtg in Dec |
2.1 | Treatment of Member-Residents | Internal | Annual | 1st mtg Apr & Nov | 2nd mtg Nov & April |
2.2 | Treatment of Workers | Internal | Semi-Annual | 1st mtg July | 2nd mtg July |
2.3 | Compensation & Benefits | Internal | Annual | 1st mtg July | 2nd mtg July |
2.4 | Financial Planning/Budgeting (by Mar 31) | Internal | Annual | 1st mtg Apr | 2nd mtg Apr |
2.5 | Financial Conditions & Activities | Internal | Annual | 1st mtg Feb | 2nd mtg Feb |
2.5.1 & 2.5.12 | Liquidity & House Audits | Internal | 3x annually | 1st mtg Jan; 1st mtg Oct | 1st mtg Jan; April; 2nd mtg Oct |
2.6 | Asset Protection | Internal | Annual | 1st mtg Mar | 2nd mtg Mar |
2.7 | Emergency Succession | Internal | Annual | 1st mtg May | 2nd mtg Mar |
2.8 | Communication & Support to the Board | Dir. Inspection | Annual | 2nd mtg Feb | End of Mar; Aug mtg; 2nd mtg of Nov |
3.0 | Global Goveranance Process | Dir. Inspection | Semi-Annual | March & Nov | 1st Mar mtg; 1st Nov mtg |
3.1 | Governance Process | Dir. Inspection | Semi-Annual | March & Nov | 1st Mar mtg; 1st Nov mtg |
3.2 | Shared Values | Dir. Inspection | |||
3.3 | Board Job Description | Dir. Inspection | Semi-Annual | ||
3.4 | Board Member's Code of Conduct | Dir. Inspection | |||
3.5 | Agenda Planning | Dir. Inspection | |||
3.6 | Officer Roles | Dir. Inspection | |||
3.7 | Board Committee Principles | Dir. Inspection | |||
3.8 | Board Committee Structure | Dir. Inspection | |||
3.9 | Cost of Governance | Dir. Inspection | |||
4.0 | Global Board-Cooperative Management Linkage | Dir. Inspection | |||
4.1 | Unity of Control | Dir. Inspection | |||
4.2 | Accountability of the Executive Team | Dir. Inspection | |||
4.3 | Delegation to the Executive Team | Dir. Inspection | |||
4.4 | Monitoring Executive Team Performance | Dir. Inspection |
Month | # | Title | Type of Report | Frequency | Submit | Evaluate |
---|---|---|---|---|---|---|
January | 1.1.5 | ENDS: Create an empowered environment | Internal | |||
2.6.1 & 2.6.12 | Financial Conditions & Activities: Liquidity & House Audits | Internal | ||||
4.2 | Accountability of the Executive Team | Direct Inspection | ||||
4.4 | Monitoring Executive Team Performance | Direct Inspection | ||||
February | 1.1.4 | ENDS: Live in safe and secure homes | Internal | |||
1.2 | ENDS: Under-served communities will flourish | Internal | ||||
2.6 | Financial Conditions & Activities | Internal | ||||
3.6 | Officer Roles | Direct Inspection | ||||
3.9 | Cost of Governance | Direct Inspection led by Corporate Treasurer | ||||
March | 1.0 | GLOBAL END | Internal | |||
1.1.6 | ENDS: Demonstrate social responsibility, ecological stewardship, and environmental sustainability | Internal | ||||
2.7 | Asset Protection | Internal | ||||
2.9 | Communication & Support to the Board | Direct Inspection by Corporate Sec, conduct Bod Survey | ||||
3.1 | Governing Style | Direct Inspection - CGO led | ||||
4.0 | Global Board-Cooperative Management Linkage | Direct Inspection | ||||
4.1 | Unity of Control | Direct Inspection | ||||
4.3 | Delegation to the Executive Team | Direct Inspection | ||||
April | 1.1.1 | ENDS: Actively Participate in the co-op movement | Internal | |||
1.1.5.1 | ENDS: Promote & practice consent culture | Internal | ||||
2.5 | Financial Planning/Budgeting (by Mar 31) | Internal | ||||
2.7 | Asset Protection | Internal | ||||
3.3 | Board Job Description | Direct Inspection | ||||
3.7 | Board Committee Principles | Direct Inspection | ||||
3.8 | Board Committee Structure | Direct Inspection | ||||
May | 1.1.3 | ENDS: Be exposed to diversity | Internal | |||
2.7 | Asset Protection | Internal | ||||
3.0 | Board Job Description | Direct Inspection | ||||
July | 1.1.4 | ENDS: Live in safe and secure homes | Internal | |||
1.4 | ENDS: The cooperative movement | Internal | ||||
2.2 | Treatment of Households | Internal | ||||
2.3 & 2.4 | Treatment of Workers / Compensation & Benefits | Internal | ||||
3.4 | Board Members' Code of Conduct | Direct Inspection | ||||
3.9 | Governance Investment | Direct Inspection | ||||
August | 1.1.5 | ENDS: Create an empowered environment | Internal | |||
2.6.12 | House Deficits | Internal | ||||
2.6.1 | Financial Liquidity | Internal | ||||
4.2 | Accountability of the Executive Team | Direct Inspection | ||||
September | 1.0 | ENDS: Global Statement | Internal | |||
1.1.5.1 | ENDS: Promote & practice consent culture | Internal | ||||
2.0 | Global Executive Constraint | Internal | ||||
3.3 | Board Job Description | Direct Inspection | ||||
3.5 | Agenda Planning | Direct Inspection | ||||
October | 1.1.6 | ENDS: Demonstrate social responsibility, ecological stewardship, and environmental sustainability | Internal | |||
1.3 | ENDS: Neighbors | Internal | ||||
2.6.12 | House Deficits | Internal | ||||
2.6.1 | Financial Liquidity | Internal | ||||
2.9 | Communication & Support to the Board | Internal | ||||
3.2 | Shared Values | Direct Inspection | ||||
3.7 | Board Committee Principles | Direct Inspection | ||||
3.8 | Board Committee Structure | Direct Inspection | ||||
November | 1.1.1 | ENDS: Actively participate in the co-op movement | Internal | |||
1.1.2 | ENDS: Live in an intentional community | Internal | ||||
2.1 | Treatment of Member-Residents | Internal | ||||
3.1 | Governing Style | Direct Inspection | ||||
3.4 | Board Members' Code of Conduct | Direct Inspection | ||||
December | 1.1.3 | ENDS: Be exposed to diversity | Internal | |||
2.6 | Financial Condition and Activities | Internal | ||||
3.0 | Global Governance Commitment | Direct Inspection |
Date | Policy | Description of the Change |
---|---|---|
4/4/2016 | 2.5.8.1 | Exception policy for wood purchase. Expired 8/1/2016 |
3.9.2.1 | Changed “April” to “February” (formerly 3.8.2.1) | |
8/8/2016 | 2.4.4 | Changed “six months…revenue” to “3 months/25% expense’ |
2/5/2017 | 1.0 | Amended Ends to include change by board on consent culture |
2/13/2017 | 3.2 | Inserted Shared Values Policy and renumbered all remaining Section 3 policies. Renumbered Table of Contents and Monitoring Schedule(s) |
3.8 | Amended policy to include the changes made by the board on Committee Structure. Added 3.8.1, 3.8.2, 3.8.3, 3.8.4. | |
3/27/2017 | 2.8.2.2 | Renamed. (Originally 2.8.2.1.1) |
2.8.2.3 | Renamed. (Originally 2.8.2.1.2) | |
9/25/2017 | 3.8.4 | Added General Membership Committee policy |
11/06/2017 | 2.6.8.1 | Exception Policy: Approved Hunnicutt plumbing costs to be paid from Operating Reserves |
12/04/2017 | 3.4 | Corrected numbers for policy |
3.1.3.2 | Removed policy | |
3.1.3.1 | Revised policy | |
1/29/2018 | 2.5.4.1 | Exception Policy: Approved order to purchase $30,000 in refrigerators for SHC use from best buy to be reimbursed by BWL. Expired 2/26/2018 |
2/12/2018 | 2.2 | Added treatment of households policy and renumbered subsequent policies |
2/26/2018 | Appendix F | Added Grievance Appeals policy |
3.3.4.1 | Added “see appendix F” to end of policy | |
7/16/2018 | 2.6.8.3 | Exception: Exceed $100,000 budgeted amount by up to $77,695 for electrical, HVAC upgrades, and vacancies at 711 W Grand River Ave, East Lansing during Summer 2018. Expired 9/1/2018 |
Executive Limitations Evaluation Form
A tool to be used by individual board members as they evaluate the internal monitoring reports designated in Board-Management Delegation.
Evaluator: _ _ _ _ _ _ _ _ _ _ _ _ _
Send to President by: _ _ _ _ _ _ _
Policy being monitored: _ _ _ _ _ _ _
Comments regarding further policy development:
Board Compliance Monitoring Tool
Complete evaluation form and return to the Board President by: _ _ _ _ _ _ _
Board Means Policy being monitored: _ _ _ _ _ _ _
Review all sections of the policy listed and evaluate our compliance with policy.
SHC Grievance Appeals Policy