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--- policy_documents:board_policy_manual:section_3 [2020/12/21 17:10] – Extended the expiration date of policy 3.4.2.3.1 as approved at the 2020-12-21 Board Meeting president
+++ policy_documents:board_policy_manual:section_3 [2026/04/06 15:35] (current) – add: sagaciously (missed in last update) hojosparks
@@ Line 50: / Line 50: @@
 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:\\
-  - **3.2.1** **Diversity and Inclusion**: The MSUSHC environment shall be appealing to all segments of society who need or want to live in an inclusive cooperative system and by the values of Cooperatives.  Inclusion means either no barriers or barriers minimized to all people who desire our services and are willing to accept the responsibilities of co-op living.
+  - **3.2.1** **Diversity and Inclusion**: The co-op environment shall be attractive to all segments of society who need or want to live in an inclusive cooperative system and abide by the values of Cooperatives. We define inclusion as meaning either no barriers or barriers minimized to all who would benefit from our services and are willing to accept the responsibilities of cooperative living.
-  - Diversity involves inclusion, empowering the voice and participation of marginalized populations.  Diversity includes race, ethnicity, national origin, sexual orientation, gender identity, religious preference, socioeconomic status, age, veteran status, family status, abilities, weight, political persuasion, fields of study, and first generation student status.
+  - Diversity involves inclusion, empowering the voice and participation of marginalized populations.  Diversity includes race, ethnicity, national origin, sexual orientation, gender identity, religious preference, socioeconomic status, age, veteran status, family status, abilities, weight, disabilities, political persuasion, fields of study, sources of income, and first-generation student status.
-  - Intentional diversity and inclusion are important to co-op living.  Cooperative living exposes its residents to a structured environment for learnings in self-sufficiency, democratic citizenship, collective interdependence and the struggle in how to live consciously with people who are not like us.  Diversity and inclusion will not be achieved at the expense of physical or mental health safety of the residents.
+  - Intentional diversity and inclusion are necessary to successful cooperative living.  Cooperative living exposes its residents to a structured, empowering environment for learning and participating in self-sufficiency, democratic citizenship, and collective interdependence, and learning how to live consciously with diverse groups.  Diversity and inclusion must not be achieved at the expense of the health or safety of members or households.
   - To support this value:
-      * The co-op may intentionally design a diverse or special interest environment with living/learning-related conditions.
+      * We may intentionally design a diverse or special interest environment with living/learning-related conditions.
-      * Diversity will likely be achieved through intentional actions that go beyond word of mouth referrals.
+      * Diversity in the membership of the co-op must be promoted and achieved through intentional actions that go beyond word-of-mouth referrals.
-      * Education toward diversity and safety for all residents is encouraged.
+      * Education toward diversity and safety for all residents will be encouraged and prioritized.
-      * The co-op encourages each house to define house norms that value and create diversity and increase retention of house member diversity.
+      * We will encourage all households to define house norms that value and create diversity and increase retention of house member diversity.
+      * We will have anti-racist, anti-colonial, accessible, diversity-promoting policies and practices.
-  - **3.2.2** **House Autonomy**: We value empowerment:
+  - **3.2.2** **Cooperative Sustainability**: We, the Board of Directors, value the role of SHC to steward the long-term well-being of the cooperative. To assure the sustainability of our cooperative, we acknowledge the responsibility of the SHC to:
-      * Of members to run their own households,
+      * Oversee the business of the buildings, including the purchase of insurance, payment of taxes and mortgages,
-      * To make all decisions related to quality of life in the house,
+      * Assure appropriate capital improvements,
-      * To fail and to resolve consequences of poor decision-making.
+      * Assure good financial management,
-      * We also value the role of MSUSHC to assure the long-term sustainability of the co-op.
+      * Budget for the office entity and capital improvements,
-  - To assure sustainability, we acknowledge the responsibility of the SHC to:
-      * Oversee the business of the buildings, including the purchase of insurance, payment of taxes and mortgages
-      * Assure appropriate capital improvements
-      * Assure good financial management
-      * Budget for the office entity and capital improvements
       * Assure reserves for future growth,
       * Assure quality administrative systems, and
       * Assure ongoing education of the members to optimize the experience of living in a cooperative.
-  - Our common culture among the houses is bound by existing laws, municipal regulations, MSUSHC bylaws, Board-approved policies, and the Code of Operations. While each house defines its own unique identify, each house will contribute to the achievement of the Ends Policies of MSUSHC.
+  - Our common culture among the houses is bound by existing laws, municipal regulations, SHC bylaws, Board-approved policies, and the Code of Operations. While each house defines its own unique identity, each house will contribute to the achievement of the mission and Ends Policies of SHC.
+  - **3.2.3** **Empowered Environment**: We believe that communities are the best arbiters of their own welfare. To create an empowered environment, we will strive to ensure members and households are always able to:
+      * Govern themselves individually, and govern their households collectively,
+      * Define their own 'norms' for cooperative living and their explicit standards of identity.
+      * Retain autonomy in all decisions related to the quality of living in their house,
+      * Be active in the governing of their households and the SHC,
+      * Voice their opinions proudly and respectfully,
+      * Hear and listen to others, and be heard and listened to,
+      * Understand and frequently use their right to make decisions democratically, and
+      * Work cooperatively to resolve the consequences that arise from poor decision-making.
+  - We will remain educated on and sagaciously govern ourselves according to the ICA Statement on Cooperative Identity (https://ica.coop/en/cooperatives/cooperative-identity), based on the values of self-help, self-responsibility, democracy, equality, equity, and solidarity.
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 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.
-  - **3.5.1** The cycle will conclude each year on the last day of May so that administrative planning and budgeting can be based on accomplishing a one year segment of the board’s most recent statement of Ends.
+  - **3.5.1** **3.5.1** The cycle will conclude each year on the last day of April, so that administrative planning and budgeting can be based on accomplishing a one-year segment of the board’s most recent statement of Ends. After the cycle’s conclusion, the board will be on recess to prepare for the next governance cycle.
-  - **3.5.2** The cycle will start at the July Board meeting with the board’s development of its annual agenda, including its calendar and the issue/theme it agrees to explore that will lead to policy development.
-    - **3.5.2.1** Consultations with selected groups in the ownership, or other methods of gaining ownership input will be determined and arranged to be held in the third quarter of the calendar year.
+  - **3.5.2** The next governance cycle will start in June. By August, the board will establish a new annual agenda and decide on an annual theme to guide strategic governance planning and policy development.
+  -
+    - **3.5.2.1** Consultations with selected groups in the ownership, or other methods of gaining ownership input, will be determined and arranged to be held in the third quarter of the calendar year.
     - **3.5.2.2** Governance education and education related to the annual issue/theme will be determined and arranged in the third quarter, to be held during the balance of the year.
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           - VIII. Review of assignments, if any
           - IX. Establish talking points toward house transparency
-          - X. Approve minutes (in real time)
+          - X. Adjournment
-          - XI. Adjournment
           - **3.5.3.1** Throughout the year, the board will attend to consent agenda items as expeditiously as possible.
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         - **3.6.1.1.2** Deliberation will be fair, open, and thorough, but also timely, orderly, and kept to the point.
-    - **3.6.1.2** The individual authority of the President consists in making decisions that fall within topics covered by board means policies. The President is authorized to use any reasonable interpretation of the provisions in these policies.
+    - **3.6.1.2** The individual authority of the President resides in making decisions that fall within topics covered by board means policies. The President is authorized to use any reasonable interpretation of the provisions in these policies.
-        - **3.6.1.2.1** The President is empowered to chair board meetings and co-chair the General Membership Meeting with the Vice-President.
+        - **3.6.1.2.1** The President is empowered to chair board meetings and co-chair the General Membership Meeting with the Executive Vice President.
         - **3.6.1.2.2** The President may represent the board to outside parties in announcing board-stated positions and in stating chair decisions and interpretations within the area delegated to her or him.
         - **3.6.1.2.3** As the leader of the Executive Team, the President shall work collaboratively and cooperatively with the Executive Director.
-  - **3.6.2** The job result of the Vice-President is leadership as co-chair of the General Membership Meeting, in performance of  Presidential duties in the case of any temporary absence and championing the orientation of new board members.
+  - **3.6.2** The job result of the Executive Vice President is leadership as co-chair of the General Membership Meeting, in performance of  Presidential duties in the case of any temporary absence.
-  - **3.6.3** The job result of the Secretary is access to accurate, up to date, and appropriately-archived governing documents, including minutes, Bylaws and the Board policy manual and successful election administration.
+  - **3.6.3** The job result of the Corporate Secretary is access to accurate, up to date, and appropriately-archived governing documents, including minutes, Bylaws and the Board policy manual and successful election administration.
   - **3.6.4** The job product of the Treasurer is the development and monitoring of the board’s governing budget, assurance of astute financial insight during Board monitoring of financial policies of the Board, and orientation of the Board on cooperative finances in the service of fulfilling its high level duties on financial matters.