Board of Directors

Manual

Section Two

Table of Contents

SECTION ONE: THE OPERATING PROCEDURES OF THE BOARD OF DIRECTORS        

Separate Document

THE BOARD OF DIRECTORS        

Board Roles and Responsibilities

Board Norms        

COI & Confidentiality Certification        

General Timeline for the Board of Directors        

Board of Directors Operational Timeline

Overview of ICC Finances and Fiduciary Responsibility        

Leadership in the ICC

BOARD MEETING PROCESS & CONSENSUS
DECISION MAKING        

Board Meeting & Decision Making Processes        

Kwunsensus: How the BoD makes decisions        

Sample Board Meeting Agenda        

Proposal-Writing Checklist        

HOW THE ICC OPERATES

Main Function        

Corporate Structure        

Management Structure        

Organizational Structure

Staff & CoCo Job Descriptions        

Committee Operations        

Committees        

Teams        

Member Job Description        

THE INTER-COOPERATIVE COUNCIL (ICC)        

Vision        

Mission        

Rochdale Cooperative Principles        

Purposes        

Statement of Beliefs and Values        

History of the Inter-Cooperative Council        

THE BOARD OF DIRECTORS

Board Roles and Responsibilities

Legal Responsibilities

1. Act in the best interest of the co-op and its members.
2. Cannot abdicate the responsibility to direct.
3. Must manage co-op according to Articles of Incorporation and Bylaws.
4. Must choose officers.
5. Must be knowledgeable about co-op affairs.
6. Must act in good faith and with reasonable care.
7. Must uphold the trusteeship role vis-à-vis members.
8. Must regularly attend board meetings.
9. Are financially responsible for losses (negligence).

Resources on Nonprofit Board Management

BoardSource https://boardsource.org/ 

BoardSource, formerly the National Center for Nonprofit Boards, is an American nonprofit organization who envisions a world where every nonprofit organization has the leadership it needs to fulfill its mission and advance the public good. They are a leading authority on board governance issues This site includes a range of research, information, and resources for improving Board effectiveness.

• Recommended Governance PracticesThe nonprofit boards best equipped to lead their organizations are self-aware, function in constructive partnership with their chief executives, and are committed to continually improving their performance.  Boards can improve their effectiveness by the intentional adoption of good governance practices.

Lawhelp https://www.lawhelp.org/ 

LawHelp helps people of low and moderate incomes find free legal aid programs in their communities, answers to questions about their legal rights and forms to help them with their legal problems.

• Board Basics: What a Nonprofit Board Should Know About Meeting in Executive Session

Michigan Nonprofit Association https://www.mnaonline.org/ 

Michigan Nonprofit Association is a statewide membership organization dedicated to serving the diverse nonprofit sector through advocacy, training, technology services, and civic engagement. The ICC is a member and often posts jobs on their website

National Council of Nonprofits https://www.councilofnonprofits.org/

The National Council of Nonprofits (Council of Nonprofits) is a trusted resource and proven advocate for America’s charitable nonprofits. Connecting the policy dots across all levels and branches of governments, the Council of Nonprofits keeps nonprofits informed and empowered to create a positive public policy environment that best supports nonprofits in advancing their missions. Working with and through the nation’s largest network of nonprofits—with 25,000-plus organizational members—we identify emerging trends, share proven practices, and promote solutions that benefit charitable nonprofits and the communities they serve.

• Board Responsibilities
• Ethics and Accountability
• Financial Literacy for Nonprofit Boards
• Financial Transparency

NASCO Resource Library https://www.nasco.coop/resources 

The preeminent organization for housing cooperatives with a bazillion resources! Check it out.

NEW.org https://www.new.org/ 

NEW works alongside leaders, thinkers and visionaries, cultivating transformation in our community through relationships rooted in our values. We believe that learning is continuous, and that sharing systems, space and strategies with our partners builds resilience in our sector and the world at large.

        Our team of strategists, technicians and confidants draw from a deep wellspring of lived and professional experience. Together with our partners, we are imagining radical new ways of being and working that ensure every person in our community is seen and supported.

• What Do Boards Need to Know Now, free training DET attended on 6/7/21. Patti’s notes.

We Can Work It Out http://www.wecanworkitoutllc.com/index.html 

We Can Work It Out, LLC offers large and small group facilitation, training and consulting services. We will help your organization to: improve your meetings, offer effective trainings, engage in collaborative problem-solving, and respond constructively to opportunities and challenges.

COI & Confidentiality Certification

Policy

A conflict of interest is defined as an actual or perceived interest by a staff or Board member in an action that results in, or has the appearance of resulting in, personal, organizational, or professional gain. Officers and members are obligated to always act in the best interest of the organization. This obligation requires that any officer or member, in the performance of organization duties, seek only the furtherance of the organization’s mission. At all times, staff, officers, and board members are prohibited from using their job title or Inter-Cooperative Council’s (ICC) name or property for private profit or benefit.

1. The officers and members of the ICC should neither solicit nor accept gratuities, favors, or anything of monetary value from contractors/vendors. This is not intended to preclude bona-fide organizational fund-raising activities.
2. No officer, or member of the organization shall participate in the selection, award, or administration of a purchase or contract with a vendor where, to their knowledge, any of the following has a financial interest in that purchase or contract:

1. The officer or member,
2. Any member of their immediate family,
3. Their partner,
4. An organization in which any of the above is an officer, director or employee,
5. A person or organization with whom any of the above individuals is negotiating or has an arrangement concerning prospective employment.

3. Disclosure -- Any possible conflict of interest shall be disclosed by the person or persons concerned. The General Manager/President shall be responsible for managing the issue as needed.
4. Board Action -- When a conflict of interest is relevant to a matter requiring action by the Board, the interested person(s) shall call it to the attention of the Board and said person(s) shall not vote on the matter. In addition, the person(s) shall not participate in the final decision or related deliberation regarding the matter under consideration. When there is a doubt as to whether a conflict exists, the matter shall be resolved by vote of the ICC Board, excluding the person(s) concerning whose situation the doubt has arisen.
5. Record of Conflict -- The official minutes of the Board shall reflect that the conflict of interest was disclosed and the interested person(s) did not participate in the final discussion nor the vote.

Policy

Confidentiality is defined as respecting the privacy of our clients, donors, members, staff, volunteers and of the ICC itself is important to the organization.

Personal and financial information is confidential and should not be disclosed or discussed with anyone without permission or authorization from the General Manager or the Board; as a non-profit, our general finances are public. Care shall also be taken to ensure that unauthorized individuals do not overhear any discussion of confidential information and that documents containing confidential information are not left in the open or inadvertently shared.

Board members of the ICC may be exposed to information which is confidential and/or privileged and proprietary in nature. It is the policy of the ICC that such information must be kept confidential both during and after employment or volunteer service. Staff and volunteers, including board members, are expected to return materials containing privileged or confidential information at the time of separation from employment or expiration of service. Unauthorized disclosure of confidential or privileged information is a serious violation of this policy and will subject the person(s) who made the unauthorized disclosure to appropriate discipline, including removal/dismissal.

Certification

I have read the ICC’s policy on conflict of interest and confidentiality as presented above.

I agree to abide by the requirements of the policy and inform the ICC President or General Manager immediately if I believe any violation (unintentional or otherwise) of the policy has occurred.

I understand that violation of this policy will lead to disciplinary action, up to and including termination of my service with the ICC.

_____________________________________________________________        

Name of Board of Directors Representative

_____________________________________________________________                

Signature of Board of Directors Representative                 

Date ______________________________

Annual Operational ConstantsGeneral Timeline for the Board of Directors

The fiscal year

The first day of the new fiscal year in the ICC is May 1. Basically everything starts over with a new Coordinating Committee and Board of Directors (BoD) and we start operating under the budget that was set by last year’s BoD.

The academic year

The ICC’s calendar is linked to the University of Michigan’s school year. We don’t control semesters, midterms, finals or breaks. We try to be responsive to national holidays, which neither the schools nor we control. We have to work around all these dates to accommodate contract periods, Board meetings, and training.

Spring/Summer:

This time tends to be a bit quieter: our occupancy numbers go down since nearly every room in the ICC becomes a single. This is a great time for the BoD and Committees to work on things that normally we wouldn’t have time for during the Fall/Winter, including standing rule updates, Annual Objective revisions to the Strategic Plan, and getting ready for the Summer to Fall interim.

Fall:

We start with the Board retreat, which has traditionally been out-of-town. That same weekend is the first Board meeting. Committees start their work again. Late September, October and early November are often very productive times. Work on next year’s budget starts in October and the first draft is presented to the Board in December. The ICC President’s work is reviewed by CoCo and presented to the Board by late November.

Winter:

The Winter term begins with a review of the results of the Board audit, a review of the Vice Presidents’ work, and the General Manager evaluation. By the end of January the budget is presented in proposal form and the Board must pass the final budget by February 28. Campaigning for the ICC President starts in February/March. The results must be approved by the Board before the Winter Annual Meeting (WAM), which typically takes place at the end of March. We end the year by electing next year’s Vice Presidents.

Using our time on the Board effectively

The events listed above are things the BoD must do every year. Following these four suggestions will maximize the limited time we have to accomplish other goals.

• Read your Board packet before each meeting.
• Talk with staff and spend some time in the office.
• Talk with fellow members of the BoD outside of meetings.
• Have a discussion on a proposal in committee before bringing it to the BoD for a vote.

Board of Directors Operational Timeline

Spring/Summer - May

• New President and VPs take Office on May 1st
• Spring Turnover period ends the week after the contract begins
• Board Training must happen before or during the first Board meeting of Spring
• Board Reps are assigned to committees & teams by CoCo
• New Member Orientation (NMO) & New House Officer Training(NHOT) are offered
  with help from CoCo
• New house operations (work schedules, food ordering, etc) are set

June

• Make-up Board Training provided before third Board meeting of Spring
• Committees discuss Annual Objectives by second week of June & create Project Plans

July

• CoCo presents Annual Strategic Objectives to the Board. Changes to the Annual Objectives must be approved by the Board by 85%
• Ideally, Fall/Winter rebates and assessments should be completed
• Form Summer-to-Fall IAC (Interim Assistance Committee) at least three Board Meetings before end of Summer

August

• CoCo writes Managerial Reports that are distributed to membership via Board Packs
• CoCo reviews Board calendar and plans out the necessary timeline of any big proposals to consider
• President and Member Experience Area staff review Board Training Agenda and logistics & make final adjustments
• Summer-to-Fall Interim begins

Fall - September

• Board Retreat/Training takes place
• New Member Orientation & New House Officer Training are offered
• New House Operations (work schedules, food ordering, etc) are set
• Financial Orientation for Board
• Coordinate Board visits from Ann Arbor Police Department, Fire Department,(& maybe others)
• Begin planning for NASCO Institute - communicate with NASCO Staff about house cultures and provide any help they need with University communications

October

• Celebrate Co-op Month!!!!!
• Cooperative Leadership Training (CLT) is offered
• Budget process starts
• Maintenance Presentation to BoD in first half of the month
• ICC Audit must be completed by Oct. 31
• Prior year Fall/Winter rebates and assessments must formally conclude
• Committee budgeting begins
• Ideally, Spring/Summer Rebates & Assessments and Share Returns should be concluded
  

November

• NASCO Institute first weekend of November
• GM Progress Report presentation at first Board Meeting of the month
• CoCo drafts a proposal to accept/decline GM progress Report and brings it to the second Board Meeting of Nov.
• Evaluations are presented and proposals to either continue or withhold CoCo Scholarships are brought to the Board. Board Reps vote on proposals to either continue or withhold scholarships.
• Committee budgets are due to FinCom - preferably within first week of November
• Form election committee by the last Board Meeting of Nov.

December

• CoCo writes Managerial Reports that are distributed to membership via Board Packs
• Board Audit survey is completed by all members of the Board during the December Meeting
• First draft of budget must be presented to Board no later than last Dec. meeting
• Election committee announces timeline for ICC President nominations

Winter  - January

• New Member Orientation & New House Officer Training are offered; BoD training offered if needed
• Progress on Annual Plans presented to Board
• Nominations for ICC President close & campaigning begins
• Board Audit presented by EdCom at the first Board meeting of January. Short discussion follows
• CoCo (Prez & VPs) give presentation to Board & Staff on giving effective feedback for GM Eval
• 2nd draft of budget must be presented - adjustments made by BoD
• Encourage members to run for VP Elections

February

• Open GM Evaluation Survey within first half of February
• Cooperative Leadership Training (CLT) is offered
• Budget must be passed by last Board Meeting of February
• Presidential election held. New President should start attending CoCo and Board Meetings

March

• CoCo brings the GM Eval Report (including GM response) to the Board for approval. Board vote to approve GM Eval requires 85% majority to pass
• Results of ICC President must be approved by 85% of Board before WAM
• President and VPs attend WAM and give year-end presentations to membership
• CoCo writes Managerial Reports that are distributed to membership via the Annual Report
• VP elections at last Board Meeting of March
• Form Spring Turnover COM at least 3 Board Meetings before the end of term

April

• Wrap up outstanding proposals
• Review Annual Objectives – flag anything that is unfinished
• Ensure that all Committee meeting minutes, agendas, and other resources uploaded to g.drive
• CoCo approve BoD Meeting Schedule for the year

Non-Annual Dates to be aware of

• October 2027 GM Contract renegotiation starts
• October 2025 Administrative Contract renegotiation starts
• July 2025 Comerica Term Loan Matures
• May 2023 Strategic Planning Cycle

2022-2023 Board of Directors Meeting Schedule

Sundays at 5:00PM unless otherwise noted

Meeting locations will vary - check the calendar

Important dates & locations here https://icc.coop/member-portal/cal/ 

BOARD MEETING PROCESS & CONSENSUS
DECISION MAKING

Consensus: The Board of Directors uses a modified consensus process. Consensus is a collaborative decision-making process whose goal is to reach a consensus of opinions and ideas to develop the best possible solution or proposal. “It stresses the cooperative development of a decision with group members working together rather than competing against each other. The goal of consensus is a decision that is consented to by all group members… Full consent does not mean that everyone must be completely satisfied with the final outcome--in fact, total satisfaction is rare. The decision must be acceptable enough, however, that all will agree to support the group in choosing it.” Building United Judgment: A Handbook for Consensus Decision Making

Consensus is used for a number of reasons:  

Qualitative decision making over quantitative decision making:  Consensus doesn’t weigh votes plain and simple; instead consensus process seeks to weigh the strength of individual opinions -- allowing stronger opinions greater sway in the outcome of a decision rather than indifferent or marginal opinions.

Better decisions: The consensus process frequently forces groups to explore options which might otherwise be ignored. Concerns of a group or an individual must be addressed. Addressing these concerns requires the group to reconcile and  use creativity to seek out innovative approaches which will satisfy the concerns of all present.

Commitment to decisions:  Consensus decision making is not a process of winners and losers. There is no disaffected group with an interest in seeing a policy or action fail. Instead, consensus signifies commitment from the entire group.

Better relations on the board:  Consensus is based on the worth of the opinions and concerns of an individual or faction. Conflicts are resolved through give and take, not by vote and leave no minority to stew on its losses.

Board Meeting & Decision Making Processes

During a board meeting, there are many other discussion and process tools that can be used to further the discussion and reach a good consensus. These include but are not limited to:

Community Agreements:  Remember that you are not the only one at the Board Meeting. Keep idle comments to other people to a minimum. Know the process and know where we are in process. Don’t repeat other comments. Either pass when it is your turn to speak or say you agree with the person you agree with. Make a list of your comments and don’t wander. Only make comments if they are important. Here are some specific ones recommended by NASCO.

Kwunsensus is the ICC’s version of consensus. Kwunsensus was designed to customize consensus for the ICC. It makes a few changes to fit the structure of the ICC. Kwunsensus is named after Michael Kwun, who was the ICC president when the process was developed. It is important to note that The Operating Procedures of the Board of Directors the Standing Rules by themselves do not present the spirit or entirety of the Board Process.

Two Meeting Proposals: Most proposals require more than one meeting to be approved. This is not an official requirement but a strategic one to have a presentation before approval. For example, the Budget is presented at one meeting and approved at the next. This also may occur on an especially complex issue where initial discussion will bring forth additional problems or ideas for a committee to address. The group should continue to discuss until general agreement is reached.

Stack: Usually, the Board uses a stack to determine who will speak next. This way individuals aren’t trying to shout each other down, or jump in to speak next. The facilitator can adjust the stack to encourage a broader range of input from participants.

Hand signals: The Board may use hand signals to help the chair understand the contribution the member would like to make. These include: raising one’s hand to be added to the stack, twinkles or sparkles to show support for the speaker’s contribution, making a “c” when one has a clarifying question (to jump to the front of the stack), making a “t” with two hands when a member has a technical question to call in the Board’s policy experts (currently the Director of Communication and Operations Management Committee,) and the “process llama” to signal to the facilitator that the topic has strayed, an agenda item is over time, or the groups decision making or meeting rules have broken down. Here’s more.

Meeting Elements: Usually, the BoD meeting contains the following meeting elements:

Introductions: Name, house, role, pronouns, and accessibility needs. Designated pronouns are used to refer to other people in the third person (he, she, they, ze, etc). In order to affirm one  another, it is important that we use designated pronouns. This simple effort can make a profound difference in trans and gender nonconforming people's experiences of safety, respect, and support. You may choose to add them to your name table tent. Accessibility. Please feel free to share or simply take care of yourself as your needs for space, lighting, hearing, restrooms, mental health, focus, moving and so forth dictate.

House, Team, Staff, and Committee reports: House reports include what is going on at their house to keep the Board aware of improvements, issues, and problems. Similarly, chairs or staff present updates on activities, accomplishments and challenges. These will usually be written and submitted BEFORE the meeting

Agenda Review: Answers the question - do we need to add, withdraw or table an agenda item? Board Reps can voice a concern if they feel an item or adding an item is not appropriate, proper or complete. An item can be withdrawn if the person who brought the agenda item is not ready or if it no longer needs to be discussed. To table an item we need a vote of a majority of the voting Board Representatives. Agendas and supporting materials must be sent at least 24 hours in advance to give the Board a chance to prepare for the meeting.

Minutes approval: Minutes are a key to making sure that members know what’s being discussed and consensed on at meetings. Review the previous meeting’s minutes prior to the meeting to ensure accuracy. Board reps vote to accept the minutes with a yes, no, or abstain (if absent).

Kwunsensus: How the BoD makes decisions

The Board makes decisions on proposals that are presented to them by using a version of consensus affectionately called “kwunsensus!” Every member has a right to participate in the decision making process. The process begins with clarifying questions, moves onto discussion, and if no Reconciliation is called, the proposal passes. After the proposal passes, any strong concerns are then recorded in the minutes.

Member Actions: Any member of the organization can do the following:

• Write a proposal, submit to the appropriate committee for discussion, and have it brought to the Board on an agenda
• Ask clarifying questions and discuss the merits of the proposal
• Sit on a Reconciliation Committee which must revise the proposal to attempt to meet concerns that stand in the way of it being agreed upon by the Board
• Offer a strong concern about the process or proposal that has just been consensed upon

Board of Directors and Coordinating Committee Actions: In addition to the Member Actions granted to all members of the ICC, any Board member (including the Vice Presidents and General Manager,) may offer an amendment, appeal a decision of the Chair, call to suspend the rules, motion to close debate or call the question, call to table, and call for rejection.

President Actions: The President chairs or facilitates the meeting and has the same rights as the general Board members above. In addition, the Chair can table agenda items, call the question, and call for a break without a vote needed. A BoD Rep can appeal a decision of the Chair but it needs to be supported by a majority of the voting Board Reps for the Chair’s decision to be overturned.

Voting Director’s Actions: Voting Directors may also call these actions, and vote as required, determine if an amendment is friendly (every single Board Rep), approve an amendment (majority vote), appeal a decision of the Chair (majority vote), motion to close debate or call the question (⅔ vote), call to table to next meeting (majority needed), call to reconcile (1 vote needed; caller must sit on reconciliation committee), call for immediate reconciliation (⅔ vote), call for rejection (unanimous vote), pass a proposal during consideration (consensus), and pass proposal during reconsideration of the proposal from the reconciliation committee (85% vote).

Please share the Member’s Guide to Board of Directors Meetings with members who attend a meeting.

Sample Board Meeting Agenda

Board of Directors TEMPLATE Meeting Agenda

Monday, xx/xx/xx at 6:00 PM, Moses Coady / Paulo Freire Education Center

MAX Estimated Time:  3 hours (180 minutes)

ICC Operations

Main Function

ICC’s main activity is to house almost 550 members during the school year, and about 350 members during the spring/summer. To this end, the organization holds 21 properties, 16 of which house members, including an office building, and the Moses Coady & Paulo Freire Cooperative Education Center which serves as a meeting place for the Board of Directors and other groups. With an operating budget of $3.93 mil, and assets of more than $9.513 mil, we are one of the largest cooperative housing associations in North America.

Corporate Structure

The ICC has been a Michigan nonprofit corporation since 1944. As a cooperative business, the ICC also falls under Act No. 209 of the Public Acts of 1984, known as the Consumer Cooperative Act. Under this act, business is engaged in for the mutual benefit of members, and each member has one vote.

Management Structure

Although the ICC’s Bylaws give primary management responsibility to the BoD, the management of the ICC should be regarded as a team effort consisting of three elements: the Membership, the Board of Directors, and the staff. Each part of the team has its own distinctive duties and responsibilities.

Membership. Membership sits at the heart of Inter-Cooperative Council – it’s what makes us very different from traditional landlords and other property management businesses. Each member becomes an owner of the ICC through the purchase of shares. This ownership gives each member the chance to have a say in how the ICC operates both at the house and larger organizational level. Ownership also brings the responsibility to make sure that our houses are well-managed and that member needs are met through appropriate policies, services, and available resources. Because ICC serves almost 550 members, it is more practical and efficient for these broader organizational responsibilities to be vested in a smaller group of members, known as the Board of Directors.

Board of Directors. The BoD is legally responsible for managing the affairs of the co-op. This group of members helps to establish the co-op's vision and goals for the future and outline broad policies and protect both the physical and financial assets of the co-operative. The Board is also responsible to abide by established co-op principles and practices. This Board consists of the following:

1. All co-ops must elect at least one representative to serve on the board. Each co-op may elect up to a maximum number of representatives to the board, determined by dividing the maximum capacity of the co-op by 40 and rounding up.

A representative elected by each ICC-owned house. 

2. A President, who is elected by a vote of the membership in March every year;
3. Vice Presidents elected by the Board to chair Standing Committees;
4. The General Manager, hired and supervised by the BoD.

The BoD meets approximately every two weeks from September 1 through April 30, and at least every three weeks from May 1 through August 31. All policy changes are taken through the presentation of written proposals, and written minutes are kept of all decisions.

The Board has established several Standing Committees to help with the work of managing the ICC. Standing Committees are composed of the BoD and other house members and chaired by the respective Vice-President. Each Director must serve on at least one committee but there are no specific requirements for the number of Directors that should comprise each committee. ICC members may serve and are encouraged to join committees. Standing committees include: Coordinating, Diversity, Equity & Inclusion, & Education, Facilities Management, Finance, Marketing and Recruitment, and Operations Management. The Coordinating Committee consists of the President, the Vice Presidents, and the General Manager, and functions as the executive committee for the organization. See SectionChapter III4 of the Operating Procedures of the Board of DirectorsStanding Rules for further information on committee structure and purpose.

Some committees exist only for a specific purpose such as the Contract Release Committee and its composition is determined in the Standing Rules. Other committees exist for a specified amount of time every year such as the Interim Assistance Committee and the Elections Committee. At any time, the Board can create additional ad-hoc committees to work on particular issues.

Besides the Standing Committees mentioned above, the Board has also established several Teams. These groups consist of members and (sometimes) the Board of Director Representatives. Teams include Alumni, Co-opers for Healthy Relationships (CHR), Dispute Assistance and Resource Team (DART), Elections, Size Management and Restructuring Team (SMART), Social Chairs, Sustainability, and the Emergency House Operations Team (EHOT).

Staff. All daily operations are overseen by a 122-full-timemember staff and 3 part-time staffteam. The staff are also members of the ICC and select a voting member of the Board of Directors. The General Manager is hired by the BoD, sits on the BoD and advises on the issues brought before the Board. Administrative staff are hired by the General Manager to oversee work in the finance, housing maintenance, and member experience areas. There are, at times, several seasonal part-time staff members.

Organizational Structure

ICC Financial Structure

The Budget

• Income and expenses for the coming fiscal year (May 1, 20XX– April 30, 20XX)
• Created by the Finance Committee and approved by the Board.
• Our best educated guess of how money will be spent in the coming year.

The Variance Statement

• Compares budget to actual
• Created by the Finance DepartmentDirector of Financial Services every month
  

Budget Revisions

• Halfway through the year, the Finance Committee reviews the budget to see if changes are needed, because reality turned out differently than we expected.
• Revisions are brought to the Board for approval.

Where Does Our Money Go?

• The largest amount is spent on maintaining our houses.
• The second largest expense is staff.
• We also spend large amounts of money on property taxes and insurance.

The Capital Budget and Designated Cash (DC) - Major Maintenance, Technology, Development, Operating Reserve

• Mainly for long term projects.
• Allocations can be changed by the Board; some have applicable standing rules.

Other Funds Maintained by ICC – for specific purposes, cannot be changed by Board

• Scholarship Endowment Fund – invested in stocks and bonds; earnings used for scholarships to ICC members
• Unemployment Fund, Alumni Fund

Budget Timeline

October 1 - VPs begin creating and discussing budgets for their individual committees

October 31 - First draft of the 2023-2024 (FY24) budget is reviewed by the Finance Committee

November 19 - Final budgets for the committees are due from the VPs to the Finance Committee. The Staffing Plan is presented to the Coordinating Committee.

December 5 - The Staffing Plan is presented to the Finance Committee

December 7 - The first draft of the budget is presented to the BoD

Beginning January - Finance Committee reaches out to houses about the budget and makes themselves available for member questions

End of January - Second draft of the budget is presented to the BoD; adjustments are made at the directive of the BoD. February 28 - Budget must be passed.

Staff & CoCo Job Descriptions^[1]

5/23/22

The General Manager (GM) is the chief administrative officer of the ICC. The GM is responsible for overseeing the operational, financial and legal affairs of the corporation as well as overseeing the management and maintenance of ICC assets.  He is responsible for the hiring and supervision of all ICC staff.  The GM provides leadership to assist staff in functioning as a team in order to maintain a productive, cost-effective, safe and legal workplace.

The President is the Chief Executive Officer who, in partnership with the GM, works to improve organizational communication and functioning. The President acts as a liaison to and partner with staff, as well as chairs the Coordinating Committee (CoCo), the body that guides the efforts of the Board of Directors (BoD), as well as the BoD itself. She delegates responsibilities and manages accountability of Board Representatives, committees and teams, and staff advisors. In addition, she provides leadership when members have emergencies or wish to leave the organization, as well as fostering an educated membership through the annual trainings and meetings.

The Director of Housing Services (DHS) oversees member contracting operations, property management operations, Housing Department operations, and partners with local housing organizations.  They work with members on matters related to policy development and enforcement, member support, House Operations, contract releases, and all things Rent Manager as well as with the Finance TeamDirector of Finance in support of member accounting, contract processing and renewals, and supporting closings.  

The Housing Coordinator (HC) is the first service provider for members, prospective members, and the general public who contact the ICC.  They maintain contracts, forms, and all other housing systems, and assist with contract signing for all contract periods (and all associated signing procedures) for current members and prospective members.

The Vice President for Operations Management (VP for Ops) is the first in the line of succession if the President is unable to fulfill their duties, and is responsible for all manner of operations policy review and revision with an eye toward reducing organizational complexity, including with the Operations Management Committee (OpsCom) which works on membership and contract issues, parties, and pets by reviewing the Key Performance Indicators (KPI) across the broad range of house operations.

Central Accounting & Compliance CoordinatorLead within the finance department  ensures the accurate and efficient management of financial records and operations. Central to this objective is the meticulous maintenance of up-to-date financial records, including recording transactions and reconciling accounts. Furthermore, the Accounting & Compliance CoordinatorLead assumes responsibility for overseeing accounts receivable processes and monitoring designated fund balances. Simultaneously, they provide support for payroll activities, ensuring compliance with regulatory requirements, and maintaining accurate payroll records. Through diligent bookkeeping, A/R management, and payroll administration, the Central Accounting & Compliance CoordinatorAccounting Lead contributes to the financial stability and transparency of the ICC.

Accounts Payable & House Finance Coordinator Lead position ensures effective management of financial operations at the house level while providing training, support, and coordination to House Treasurers and Member Assistants. A key responsibility involves overseeing accounts payable processes, including receiving, reviewing, and coding invoices, processing payment batches, and reconciling vendor statements to ensure accuracy and timely payments. Additionally, the A/P and House Finance CoordinatorLead investigates and resolves discrepancies or outstanding balances, manages accounts payable using accounting software, and assists in the preparation of expense reports and financial statements as needed.

The Vice President for Finance (VP for Fin) is the second in the line of succession if the President is unable to fulfill their duties after the VP for Operations Management. The VP for Fin works to ensure policies and decision making promote a healthy financial organization through their work on CoCo, the BoD, and the Elections Team, as well as a supportive and inclusive environment for current and future members with financial need. They chair the Finance Committee (FinCom) and the annual budget and scholarship process, as well as the Size Management and Restructuring Team (SMART) which explores expansion options, and the Contract Release Committee (CRC) which releases members from the membership contract.

The Director of Maintenance oversees all aspects of maintaining ICC properties.  He has direct responsibility for all aspects of maintenance within the ICC and its buildings, major repair, improvement and renovation projects, and is responsible for all maintenance related aspects of financial management.  He works closely with the Vice President for Facilities Management, members of the Sustainability Team, and house officers, and supports and trains maintenance managers. The director selects and oversees service providers and construction and other contractors in support of all ICC maintenance work and projects, as well as trains, supervises and evaluates all maintenance staff.

The Maintenance Coordinator (MC) is responsible, with the Director of Maintenance Services and ICC members, for maintaining ICC houses and other buildings in good repair. In particular, they manage the RFA or Request for Assistance program with house Maintenance Managers. They serve as a resource to assist ICC members with information, advice and repairs.

The Maintenance Tech maintains and improves the members’ housing, office and educational facilities.  The Maintenance Tech performs all aspects of maintenance including drywall and carpentry, painting, basic electrical, basic plumbing, HVAC maintenance, basic construction and renovation, and appliance repair.

The Maintenance Tech maintains and improves the members’ housing, office and educational facilities.  The Maintenance Tech performs all aspects of maintenance including drywall and carpentry, painting, basic electrical, basic plumbing, HVAC maintenance, basic construction and renovation, and appliance repair.

The ICC Vice President for Facilities Management (VP for FAM) works to ensure policies and decision making account for the infrastructure needs of the organization through their work on CoCo, the BoD, and the Size Management and Restructuring Team (SMART) which explores expansion options for the cooperative. The VP for FAM writes Maintenance Policy, works with the staff to improve the institutionalization of maintenance education in ICC houses, oversees cases of damages to houses, and implements various projects to improve the ICC.

The Director of Communications (DoC) is responsible for all communication services to optimize member control and operations. The DoC also provides crisis management support, education and guidance for members and staff. The DoC connects members to staff and community-provided resources to help members install, update and build, and communicate within systems and strategies at home.

The Vice President for Marketing and Recruitment (VP for Marketing) works to ensure effective and efficient communications, policies, and decision making to promote a healthy and happy membership through  their work on CoCo, and the BoD. The VP helps to create a supportive environment for new members to join, and current members to remain, including working with the Marketing and Recruitment Committee (MarCo), staffing Housing Fairs, purchasing merchandise for new and prospective members, advertising, and collaborating with the Diversity Committee on Membership and Exit Surveys.

The Director of Education and Training  (DET) is responsible for the education and training programs to maximize cooperative understanding and efficient house operations. They partner with member leaders to help maintain educational systems and strategies in the ICC’s cooperative houses. Together the staff and members will work towards providing a healthy, safe, and affordable environment for all to build leadership and life skills, create and sustain robust communities, and develop strong relationships.

The Director of Education and Training  (DET) is responsible for the education and training programs to maximize cooperative understanding and efficient house operations. They partner with member leaders to help maintain educational systems and strategies in the ICC’s cooperative houses. Together the staff and members will work towards providing a healthy, safe, and affordable environment for all to build leadership and life skills, create and sustain robust communities, and develop strong relationships.

Since education is the key to our non-profit status, educational programming is of great importance to the organization, and the Vice President for Education (VP of Education) oversees our educational efforts. They work to improve educational offerings and opportunities through their work on CoCo, and the BoD, as well as by working with the Co-opers for Healthy Relationships Team (CHR), the Dispute Resolution and Assistance Team (DART), the Diversity and Education Committee, Emergency House Operations Team (EHOT), and the Social Chair Team. They help to foster the leadership skills necessary for members to be responsible in their central and house roles.

The Vice President for Diversity Equity and Inclusion works to ensure policies and decision making are fair, equitable, and inclusive;  oversees the anti-oppression and sensitivity work for staff, committees, teams, and house officers as well as members; and actively works to create a supportive environment for new members to join, and current members to remain through their work on CoCo, and the BoD, as well as by working with the DEI Committee and Emergency House Operations Team (EHOT).

The Alumni Relations Coordinator (ARC) coordinates, supports and assists the Alumni Team in developing and maintaining strong connections with ICC Alumni, either in-person and/or via phone, email, events, electronic or paper publications, social media and fundraising.

The Fundraising Outreach Coordinator (FOC) will lead & organize fundraising campaigns on behalf of the ICC; foster strong relationships with alumni and potential community donors; seek funding opportunities for the organization; seek new ways to connect with alumni and make the ICC more accessible to them and the community. The position will collaborate with the Alumni Team, ARC, Finance Department/Committee, and the Coordinating Committee to determine fundraising priorities, campaigns, and long-term plans.

Committee Operations

The Coordinating Committee meets weekly. Its roles include setting the BoD agendas at least a week in advance as well as facilitating the meetings, assuring proposals to be brought before the Board are appropriate, proper, and complete, overseeing progress toward our strategic plan objectives, encouraging the sharing of a broad range of opinions and perspectives in the boardroom, and ensuring that members are fully enfranchised as stated in the organization’s cooperative principles.

The other committees and teams meet weekly or biweekly. They discuss operations and concerns in their focus area, and take action according to goals approved by the BoD, bringing issues and proposals to the Board as necessary.

Committees

Teams

Powers of General Membership

General Responsibilities: To formulate the broad general policies of the co-op. To elect competent representation to the Board of Directors. To review the actions of the Board and General Manager. To patronize the business. To contribute to the sound financial well-being of the cooperative.

Specific Duties

1. Amend and adopt bylaws and articles of incorporation as well as resolutions and motions presented at general meetings
2. Become active in the cooperative by serving as an officer, attending meetings, serving on committees, accepting special assignments and being loyal to the co-op
3. Keep informed about the cooperative
4. Vote in elections for the ICC President and referenduams for by-law changes, house purchases, etc. Approve major changes in co-op capitalization
5. Ensure that your officers, Board of Director Representatives and staff abide by all the ICC policies and procedures
6. Require an annual evaluation of finances and staff performance
7. Remove directors if necessary
8. Abide by decisions of the group
9. Use the co-op’s services and encourage new membership
10. Pay your financial obligations to the co-op
11. Leave the co-op a better place

THE INTER-COOPERATIVE COUNCIL (ICC)

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Vision

Adopted August 18, 2002

We, the member-owners of the Inter-cooperative Council, envision an affordable living community in which equal, and educated members work together to further the cooperative movement.

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Mission

Adopted August 4, 2002

We, the member-owners of the ICC, provide a home for students that equally embodies quality living, community and social equality, all within the cooperative movement. We continuously strive to maintain and improve our organization and our houses through shared work. We are committed to furthering our education by building life skills, a strong community, and personal relationships. We create and maintain a safe and affordable environment where our members feel comfortable and at home.

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Rochdale Cooperative Principles

This is the Preamble to the ICC’s Bylaws as adopted on November 18, 1969 and
amended through referendum on January 26, 2006 & March 31, 2023

The ICC, as a student housing cooperative organization, abides by the following principles of cooperation modeled after those established by the Rochdale Society of Equitable Pioneers:

Open Membership Membership in a co-op shall be voluntary and non-discriminatory. All who can use its services and agree to share in the responsibilities required to run the co-op shall be eligible to join, regardless of race, religion, national origin, sexual orientation or political beliefs.
Democratic Participation Each member has exactly one vote regardless of the amount of his/her investment; all members together control the organization.
Neutrality Cooperatives remain neutral in questions of partisanship and religion.

Limited Interest on Invested Capital Share capital invested by members shall receive a strictly limited rate of interest.

Distribution of Economic Result. Members do not “own” the property, meaning the distribution of assets and/or net earnings is not to the benefit of the members/shareholders. Ownership is retained by the Non-Profit organization (Corporation) of the Inter-Cooperative Council at the University of Michigan.

No part of Net earnings will benefit or inure private members, shareholders, or individuals. Net Earnings do not include refunds of overcharges and/or assessments of under charges, which will be applied to each shareholder, or each applicable member.

Education Cooperatives shall constantly educate their members, employees, and the public in the principles and practices of cooperation, both economic and democratic.

Mutual Cooperation All cooperative organizations shall actively cooperate on practical matters with other cooperatives at local, national, and international levels, to further serve their members and their communities.

Continuous Expansion Our cooperatives shall support the continuous expansion of the ICC and the cooperative movement, in order to best serve the community.

Purposes

From the Articles of Incorporation as amended through 11/2000

The purpose or purposes of this corporation are as follows:

1. To promote the social and general welfare of the community to all University students, regardless of race, creed, color or national origin and thus influence the community to eliminate prejudice and discrimination in housing.
2. To initiate, coordinate, direct and otherwise participate in educational efforts and programs for the education of its members and others in the philosophy, principles and practices of all cooperatives.
3. To advance the cause of education by providing inexpensive board and lodging for University students with limited resources, so that those who might not otherwise be able to continue at the University because of economic need, may enjoy the fruits and the benefits of higher education.
4. To relieve the government of the State of Michigan from the burden of building and operating state owned dormitories by creating housing facilities for students at low cost on a cooperative basis; and to continually expand and extend those facilities in the community interest.
5. To promote the social and general welfare of the community and to advance the cause of education by granting scholarships and low-cost or interest-free loans to university students with limited resources, regardless of race, creed, color or national origin.

Statement of Beliefs and Values

From the Preamble to the Standing Rules, Adopted February, 2003

1.        EQUALITY

        All people have equal worth.

Open membership and non-discrimination are strongly held values in the ICC, and both are based on the assumption that all people are created equal. This tenet is central to all co-ops and is the basis for democracy.

2.        MEMBER CONTROL

        Control of resources in order to meet needs is a right.

Co-ops give control to members who use their services, rather than to investors who want to make money. By being co-op members, we actualize our belief that people have the right to have control over resources based on need, not profit.

3.        INDIVIDUAL RESPONSIBILITY

        There is value in individual contribution.

As individuals, we have both the right and the responsibility to contribute to the best of our ability. The ICC believes that anyone is capable of sound decisions and actions, given access to resources and information, and the power to utilize them. Without the effort of individuals, there can be no group effort.

4.        SUSTAINABILITY

        Wise use of resources is intrinsic to our mission.

By reusing, recycling, and reducing resources, ICC actualizes our belief that all of the world’s people have the right to enough to meet their basic needs. We pledge to continuously look for ways to care for the earth.

5.        COOPERATION

        Individuals working together are more effective than those working alone.

        Respect for individuals, while working together for mutual gain and support, makes cooperatives examples of the highest human values in action.

6.        COOPERATION

        Working together allows us to improve our members’ lives in many ways.

We are many co-ops in one, providing food, computers, laundry, newspapers, gardens, entertainment, training in business operations and management, etc. We look to continuously improve our members' quality of life.

7.        SELF-RELIANCE

        The ICC is its own most reliable resource.

The ICC attempts to be a self-reliant organization, and to enable its members to be self-reliant individuals. Whenever possible, we use our own resources to solve problems before we look for outside help.

8.     DIVERSITY

        Our diversity is one of our greatest strengths.

Since its beginnings, ICC has actively created a community of people from all places, backgrounds, beliefs and lifestyles. We do not discriminate by race, gender, ability, sexual preference, nationality or any other category. We broaden our perspective and remove old prejudices by living together, and help change society by setting an example of respect and acceptance.

9.        COMMUNITY

        Community is the key to our success.

Community is a sense of belonging that connects all of us to one another. This idea is what drives us to improve our houses, and make them into homes. We try to spread this feeling to as many as we can. It influences our decisions on expansion, as well as on programs and services at both the house and organizational level.

10.        PARTICIPATION

        Community requires the participation of empowered members.

In the ICC, participation in work and the social life of the co-ops is as important to success as the payment of charges. Participation reinforces the sense of community that makes a co-op last, even as individual members come and go. But for a community to succeed, participation must lead to empowerment; members exercising control over decision-making and the actual operations of the co-op.

11.      STEWARDSHIP

        The co-op should benefit both current and future members.

Many members worked to build the ICC for us, and it is our job to be careful stewards so that the ICC will be here for many members to come. Because of this, we choose to buy houses rather than rent them, and to spend the money to keep them in good repair. We are grateful to our 20,000+ alums, and pledge to pass on an ICC that can serve 20,000+ more.

History of the Inter-Cooperative Council

By John Hopper, with additions by Jim Jones and Brian Nagorsky
(Also see, In Our Own Hands: A History of Student Housing Cooperatives at the University of Michigan, 1994)

During the Great Depression of the early 1930s, the first cooperative house at the University of Michigan was organized in 1932 by graduate students of the Michigan Socialist Club. A house was rented on East Ann Street, and Michigan Socialist House was founded. By buying as a group and doing their own work, they cut room and board costs down to two dollars a week. They ran their house by democratic meetings, where every member had an equal voice in the affairs of the house.

By 1941, there were 8 men's and 3 women's co-ops organized in rented houses on the U-M campus. With the entrance of the US into World War II, a rental housing explosion occurred in Ann Arbor caused by the large number of war factory workers temporarily settling in town. Developers and speculators bought many of the big houses that were suitable for co-ops. With rising rents and decreasing numbers of male students, only three co-ops survived into 1946: Owen, Lester, and Michigan.

The Inter-Cooperative Council was started in 1937 as a coordinating body for the cooperatives, and in 1944 it was incorporated as a non-profit organization. The first Board of Directors (BoD) was organized, with the number of board representatives from each house being proportionate to the size of the group. The first house was purchased in that year: A. K. Stevens House, named in honor of the professor who cosigned the loan. Shortly thereafter, another house was purchased for Owen Co-op, which had been previously rented. In 1946, a building was purchased and a new co-op began, named Osterweil. In 1947, the building rented by the Michigan Socialist House on East Ann was sold, and the ICC purchased the house at 315 north State as a permanent home for the newly re-named Michigan Cooperative House.

In the years following World War Two, ICC functions were further centralized to satisfy legal requirements and to limit the liability of the members. Titles to houses were held in common and with the centralization of finances came the equalization of charges among members. The first ICC office was opened at Owen Co-op. In 1948, Nakamura was purchased, as was the first ICC truck (for hauling garbage).

The centralization of the ICC coupled with concern over reduced membership levels related to the Korean War, promoted the hiring of the first ICC employee. In 1951, after an ICC-wide referendum, the hiring of a full-time Executive Secretary was approved. On December 12th of that year, Luther H Buchele began working for the ICC. His duties as Executive Secretary were corporate finances and accounting, advising committees, supervision of purchasing, and carrying out Board directives. Buchele worked for the ICC for nearly 34 years, until his retirement in 1985.

Between 1953 and 1965, the membership actively supported a period of steady expansion. Houses for Lester, which had been previously rented and Brandeis, a new co-op for married students and children were purchased in the 1950s bringing the total number of owned houses to six. In late 1961, members approved a 2% increase in rates to pay for expansion and soon afterwards a 20% increase in development funding was approved. At about the same time, the five existing kitchens were renovated, and two houses were added, Vail and Mark VIII. In 1965, Pickerill house was purchased and joined to Mark VIII. These two houses and Stevens constituted Tri-House (later Joint House), the first co-ed co-op.

Between 1968 and 1971 came a period of explosive growth. Debs House was purchased in 1967, and in that year planning began for the North Campus Co-ops. The North Campus building was opened, still unfinished, in the fall of 1970. The 216 new members slept in sleeping bags at the Stearns Building until the construction was finished. In 1970,

Bruce and Minnie's houses were also opened. In a single year (1970) the capacity of the ICC went from 200 to 540 members. In 1971, Xanadu was opened bringing the number of ICC members to about 600. The houses were divided into three “Divisions” to decentralize governance and management. From 1978 to 1980, the houses were rehabilitated with the help of a HUD loan for $1.6 million. Maintenance in many houses had gone lacking under the system of division maintenance budgets. An active Rehab Committee worked hard to improve the physical part of the ICC.

The ICC since 1978 has changed a little while changing a lot. The Board has placed more emphasis on planning and improving the quality of life in the co-ops. North Campus was reorganized from 11 co-ops to 2 (Renaissance and O'Keeffe) and the larger rooms were made optionally double or single. In 1985 the membership at the ICC annual meeting unanimously approved a restructuring of ICC governance, eliminating separate Division Councils and naming house presidents as representatives to the Board of Directors. The staff structure was altered that same year to give the new Executive Director, Jim Jones, more of the powers of a general manager.

And, in 1986, the ICC began to grow again, as Xanadu was sold and four buildings purchased. Two comprised Luther House, named to honor Luther Buchele, one became Black Elk, and the fourth is the ICC's Moses Coady-Paulo Friere Cooperative Education Center. Regular expansion again became a part of ICC planning. In 1988 Linder House was purchased. This allowed Minnie's to board with Michigan House and for Linder members to board at Vail. In 1990, the apartment house next to Nakamura was purchased and named Kagawa for Toyohiko Kagawa, the Japanese cooperator. This house was run as apartments for several years until it was decided to convert to “suites” (larger apartments) that are part of Nakamura.

Many operational changes resulted from house and other problems during the late 1980s. Member accounts were centralized and computerized in the office, while minor maintenance was “socialized” in 1989, making more money available for houses with the greatest need. Additional staff were hired to improve both maintenance and educational services, and much greater effort was put into the training of both Board and house officers. Nationally, ICC became deeply involved with the establishment and funding of the Campus Cooperative Development Corporation, which acts as a developer of student housing cooperatives in the United States and Canada, and NASCO Properties, a national holding company for student co-op property. By 1990 successful new cooperatives had been established at the University of California at Davis, the University of Chicago, Ohio University, and University of Vermont.

In 1993 the ICC expanded again with the purchase of Ruths' at 321 N Thayer. In the fall of 1994, the ICC celebrated its 50th Anniversary of incorporation and home ownership. In honor of this anniversary, the ICC produced a 30 minute history video and 100 page history book, “In Our Own Hands”. In the summer of 1995, the ICC purchased its 20th house and once again surpassed the 600 member level. The house was named Karl D. Gregory House after an ICC alum from the 1950s, Dr. Karl Gregory. In the fall of 1995, the ICC moved its office from the fourth floor of the Michigan Union to 337 E. William.

From 1995 to the present, the ICC has continued to flourish while meeting the challenges of ongoing change within its membership. We sold Kagawa House in 1999. We bought a small house in the early 2000s and sold it within two years of the purchase. We have had an almost 100% turnover on our staff, including two new General Managers since 2000. Our accounting system has been totally upgraded and more centralized. Many of our financial policies have been streamlined. We have upgraded our technology from designing our own website to members paying their charges online to developing our own in-house database for membership services. We have more singles; fewer members eating dinner together; mandatory new officer training and a contract buy-out option. Maintenance of our houses has taken center stage with major house improvement projects scheduled each summer. We have revived our connections with our alums through Facebook, our website and the annual Alumni Cooperator.

We remain true to our underlying philosophical foundations, co-op principles and our vision of member empowerment.

Tracking

Updated 9/18/2023

Updated 1/8/2025

Add what was done.