Section Two: Central Operations

  1. Application, Contract Terms and Shares (13/2008)
  1. SHARES

  1. DEFINITION OF SHARES: Shares represent member contributions to the working capital of the ICC. They do not constitute stock under Michigan law, a damage deposit, or a prepayment of house bills.

  2. SHARE VALUE:  Shares shall each have a value of $10.00.  There shall be no interest paid on shares.

  3. REQUIRED SHARES:  Each member shall be required to hold shares according to the following schedule:

  1. Rooming members with Fall/Winter contracts:  50 shares
  2. Individuals in apartments:  50 shares        
  3. Rooming members with any other standard contract:  25 shares
  4. Rooming members with non-standard contracts:  25 shares
  5. Rooming members with contracts for ICPSR, Global Reach, and other short-term academic programs deemed eligible by the Operations Management Committee:  5 nonrefundable shares
  6. Boarding-only members:  5 shares
  7. Staff covered by the ICC Administrative Contract:  25 shares
  1. CHANGES IN REQUIRED SHARES:  If a current member signs a contract requiring more shares than they currently hold, they must buy those additional shares.  If a member holds more shares than are required for any of the future contracts they have signed with the ICC, they may request to have the excess share amount credited to their account after the close of the books of the prior contract period.

  2. ICC LIEN ON SHARES:  The ICC shall have a lien against a member’s shares for all debts to the ICC or to any ICC house.  Shares shall go first toward any debt owed to the ICC as a whole, second toward debt at the last house the member roomed at, third toward debt at the last house the member boarded at, and fourth toward debt at any other house.  After the house’s books are closed for the period described in the contract, and upon authorization of the appropriate house’s treasurer, the ICC shall promptly give the house all amounts due from shares to cover debts unpaid by the holder, provided that the member does not have a further contract with the ICC.

  3. SHARE RETURNS:  Shares shall be redeemed by the ICC in the first October following the end of the member’s final Fall/Winter contract or the March following the end of the member’s final Spring/Summer contract, whichever is later, except as provided in 5.1.7 below.

  4. EARLY SHARE RETURN ELIGIBILITY:  

  1. EARLY RELEASE:  New members who are replaced or released before their contract start date shall have their shares returned within 2 weeks of being released.  Members released within eight weeks of the beginning of a term may request an early share return check at or near the time of their departure.
  2. INTERNATIONAL TRAVEL:  Members who are returning home to another country and current members who are leaving the country for a period of more than six months may request an early share return check at or near the time of their departure.
  3. NON-STANDARD CONTRACTS:  Members with non-standard contracts may receive an early share return check.
  1. EARLY SHARE RETURN REBATES AND ASSESSMENTS:  No rebates will be given or assessments charged to members who receive early share return checks.  At closing time, all rebates and assessments for early share returns will be pooled; any surplus will go to the Scholarship Fund and any deficit will be covered by the Operating Reserve.

  2. DISPOSITION OF ABANDONED SHARES:  Share return checks not cashed within 5 years of the date sent out shall be considered a donation to the Scholarship Endowment Fund.  The contract shall reflect this rule.

  3. DISPOSITION OF NON-REFUNDABLE SHARES: Shares which are designated “non-refundable” shall be put into the Scholarship Endowment fund at the end of the contract period in which they are paid, unless assessed against the member for fines and damages. (36/2009)

  1. APPLICATION AND CONTRACTING PROCESS

  1. APPLICATION:  New members must fill out an application for membership.

  2. AVAILABILITY:  Contracts will be made available for the following Fall/Winter during the first week of October of each year, dependent upon member status.  Contracts for the coming Spring/Summer will be made available during the third week of January each year, dependent upon member status.

  3. CONTRACT OFFERS:  Contracts for available spaces will be offered to applicants eligible for those spaces in order of date of application.  Houses may require a prospective member to attend a house orientation before a contract is offered.

  4. TRANSFER OF CONTRACT RESTRICTION:  Except as otherwise provided in these Standing Rules, contracts may not be bought, sold, or sublet, and no reward or incentive, monetary or otherwise, shall be offered in exchange for the filling of a space.

  1. ELIGIBILITY RESTRICTIONS

  1. STUDENT AND NON-STUDENT ELIGIBILITY

  1. STUDENT STATUS:  The following applicants shall be considered students:
  1. Undergraduate students enrolled at least half time in an accredited educational institution
  2. Graduate students officially recognized by their departments as active participants in their programs
  3. Visiting scholars
  4. Participants in the ICPSR program
  5. Access International students
  6. ICC employees covered by the ICC Administrative Contract
  7. NASCO employees
  8. Participants in other academic programs determined to be eligible by the Operations Management Committee
  1. GRACE PERIOD:  Current members who have lived in the ICC with student status for the current contract period without being on referral nor having any late fees during the four months prior to their graduation, will be considered students for twelve months after graduation. Members who do not meet these criteria will need house approval to sign their contract.
  2. DOCUMENTATION:  The Operations Management Committee  or Housing Services staff may require acceptable proof of student status before allowing a student to sign a contract.  Those who fail to provide acceptable proof of student status for the relevant contract period shall be considered non-students.
  3. NON-STUDENT APPROVAL:  Non-students must be approved by the house for which they wish to sign a contract before the contract may be validated by the ICC.
  4. REFERENCES FOR NON-STUDENTS:  The house or Housing staff may ask non-student applicants to provide the following information:
  1. Employer
  2. Previous landlord or living situation
  3. Personal reference
  4. Proof of income or financial support
  1. MINORS:  Any minor who is not emancipated and wishes to sign a contract with the ICC must have the contract co-signed by their parent or guardian.  In such cases the parent or guardian will bear ultimate responsibility for the fulfillment of the contract.

  2. MEMBERS WITH DEBT:

  1. CONTRACT SIGNING AND DEBT:  No one may sign a contract if they owe over 50% of the amount of one month of Fall/Winter central campus ICC charges to the ICC or to any ICC house unless in compliance with an existing payment plan approved by the Finance Committee.
  2. BANKRUPTCY:  A member who has declared bankruptcy may not sign a contract without first paying a sum equal to the debt to the ICC that was discharged by the bankruptcy.
  3. CHRONIC DELINQUENCY:
  1. Chronic Delinquency Definition: A chronically delinquent member shall be defined for these purposes as a member who fails to pay charges on time so that the ICC initiates a legal proceeding against the member.
  2. Chronic delinquency constitutes a default of the ICC Membership and Occupancy Agreement. Any member against whom the ICC initiates legal proceedings in any court for chronic delinquency shall:
  1. have all future signed contracts with the ICC immediately voided by the Director of Housing, and
  2. shall be permanently banned from signing any future ICC contracts.
  1. Bans on signing future contracts may be appealed to the Operations Management Committee , in consultation with the Finance Committee.
  1. GENDER RATIOS:  

  1. DEFAULT GENDER RATIO:  The default gender ratio for all ICC houses shall be 40% woman-identified/40% man-identified/20% gender-neutral. Gender ratios set in individual house constitutions can supersede the ratio in this section, but must make provisions for members who do not identify as man or woman.
  2. CONTRACTING AND THE GENDER RATIO:  New members shall be offered contracts in conformance to this ratio. Application of ICC Gender ratios will expire April 30th.
  3. SUMMER GENDER RATIOS: No gender ratio will be enforced during the summer session.
  1. CONTRACT TERMS AND REQUIREMENTS

  1. DEFINITION OF OCCUPANCY: A space is considered occupied if a person is living in the room or if personal belongings are left in the room.

  2. OCCUPANCY REQUIRES A CONTRACT:  An individual occupying an ICC space must hold a valid, signed contract.  No one may be given a key for an ICC space without presenting a valid printed or electronic contract. No one without an ICC contract for a particular space may prevent a person with a contract for that space from occupying it.  

  3. COMMENCEMENT OF CONTRACT:  The contract period of a person joining after the beginning of a term shall commence on the day the contract begins or the day that use of facilities begins, whichever is earlier.

  4. CONTRACT VALIDATION:  No contract is valid without a signature on behalf of the ICC by the Director of Housing or their authorized representative.

  5. AMENDMENTS:  Any amendments to a contract must be in accordance with current Standing Rules and signed or initialed by both the member and an authorized ICC representative.

  6. STANDARD CONTRACT PERIODS:  Standard ICC contract periods will be set by the Operations Committee in accordance with the academic terms set by the Office of the Registrar..  Standard contract periods must include Fall/Winter Term, Fall-Term, Winter-Term, Spring-Term, Summer-Term, and Spring/Summer Term.  A contract signed after the start of that term through the end of that term is considered a standard contract with a modified start date.

  7. FALL-TERM CONTRACTS

  1. FALL-TERM CONTRACT PERIOD:  A Fall-Term Contract is a rooming contract for the entire Fall Term or from the date of signing until the end of Fall Term.
  2. AVAILABILITY:  Current members may sign Fall-Term contracts at the start of the contract signing period.  New members may not sign Fall-Term contracts until January 16 of the year the contract begins.
  3. FALL-TERM CONTRACT LIMIT:  The default house limit for Fall-Term contracts is 10% of house capacity.  Houses may opt out of Fall-Term contracts, which supersedes the default ICC limit.  The Operations Committee, in consultation with the Finance Committee and the house, may waive the Fall-Only contract limit for a particular house in case of vacancies or extenuating circumstances. The Operations Committee  may set a date after which house or ICC Fall-Term contract limits for the current or upcoming contract period are no longer enforced, for the purpose of filling vacancies.
  4. FALL-TERM CONTRACT FEE (04/2012):  Any member who signs a Fall-Only contract before October 1st must pay a fee equal to the cost of Fall/Winter shares.  The revenue from this fee shall be divided between the house and the ICC, with nine-tenths going to the ICC and one-tenth going to the house.  If the member extends their contract from Fall Only to Fall/Winter, this fee shall be waived or refunded.
  1. SPRING/SUMMER CONTRACTS

  1. During the Spring/Summer Term, every ICC room will be charged a single room term rate, except for the mandatory doubles in Baker House and Escher House. In order for members to be charged the ICC Spring/Summer double rate of 55% of ICC charges, or the triple rate of 37% of ICC charges, both roommates must possess a valid ICC contract with their roommates’ name(s) listed.
  2. If one of the roommates leaves the house each will remain responsible for their own contracts. The remaining roommate will have the option of signing the room to a single contract.
  3. If a contract is lost due to a violation of this policy, the house can be fined up to the amount of the contract lost. Finance Committee will be the determining body for the fine and their decision is final.
  1. INTERIM CONTRACTS:
  1. INTERIM CONTRACT PERIOD: Interim is a Non-Standard Contract for the period between the end of the Summer term and the beginning of the Fall term. A person eligible to stay in an ICC House during this time must sign an Interim Contract.
  2. AVAILABILITY: To be eligible to sign an Interim Contract, members MUST HAVE  signed a Fall-Term or Fall/Winter Term contract AND:
  1. have signed a Spring/summer or Summer term contract OR
  2. be an international student required to attend an orientation during this period OR
  3. Be any University of Michigan Student on a different academic calendar. OR
  4. Be any non University of Michigan student whose academic calendar coincides with the interim period.
  1. Interim contracts can be signed during the Summer term only.
  2. INTERIM TERM CONTRACT FEE: At the time of signing, Short Term members are required to pay an additional fee of $10 per contract. The fee will be waived for house Interim Managers.
  1. BOARDING-ONLY CONTRACTS:  

  1. AVAILABILITY:  Full boarding-only contracts shall be available for all boarding houses for the standard contract periods.
  2. MEMBERSHIP AND SHARES:  Members with boarding-only contracts are full members of the ICC, hold shares, and pay the membership fee.
  3. CHARGES:  Boarding-only contract charges shall be approximately equivalent to the portion of house charges spent on food.
  4. LABOR:  Labor requirements for individuals with boarding-only contracts are to be determined by the house.  If the house does not specify a labor requirement, the default policy is that there is none.
  1. NON-STANDARD CONTRACTS

  1. DEFINITION:  A non-standard contract is defined as a contract with a minimum of one month that does not qualify as a standard contract or a standard contract with a modified start date.  The Operations Committee  may define other non-standard contracts or contract periods at its discretion.
  2. AVAILABILITY:  Non-standard contracts during any part of Fall/Winter Term may not be signed until October 1st of that year. Non-standard contracts for Spring/Summer term,  including any Summer Program approved by the Operations Committee, may not be signed until April 1st.
  3. CHARGES DUE AT SIGNING:  All applicable fees and charges for non-standard contracts are due at signing.
  4. LABOR:  Labor requirements for individuals with non-standard contracts are to be determined by the house.
  1. SWITCHING HOUSES:
    A member with a contract for a space in one ICC house may switch their contract to an un-contracted space in another ICC house.  The member will then be responsible for only one set of ICC charges. They will be responsible for both set of house charges if the switch occurs after the start of the contract term.

  1. VACANCIES TO SINGLES PROGRAM

  1. VACANCIES TO SINGLES:  At any time after August 1st, Operations Committee shall have the power to convert doubles into optional singles in non-apartment houses with vacancies for the current or coming Fall/Winter contract period.

  2. CHOICE OF ROOMS:  A Fall/Winter house shall decide which doubles shall be converted into singles.  (51/05)

  3. HOUSE OBJECTION: The house may vote to object to participation in this program in the preceding April for the upcoming Fall/Winter contract period.  OpsCom may appeal such an objection to the Board.

  4. AVAILABILITY OF NEW SINGLES:  Singles created by the vacancies-to-singles program are open to everyone, including current members who wish to upgrade their contracts.  

  5. CHARGES FOR NEW SINGLES:  A member with this type of contract shall pay 33% over standard ICC charges.

  1. OPERATIONS MANAGEMENT COMMITTEE JURISDICTION

  1. INTERPRETATION:  The Operations Committee  has the power to judge the correct interpretation of Chapter 5 of the Standing Rules.

  2. MEMBERSHIP POLICY:  The Operations Management Committee may approve supplemental rules and policies as necessary.

  3. APPEAL:  All decisions made pursuant to this chapter of the Standing Rules may be appealed to the Operations Management Committee  in writing within a month of the decision.


  1. Baker Graduate, Escher, and King
    Apartment Contract Rules
  1. RULE PRECEDENCE

  1. CONFLICTS WITH OTHER STANDING RULES: Where these rules come into conflict with other Standing Rules, these Standing Rules shall take precedence for all apartments within the ICC.  Generally, though, these rules are intended to supplement the other membership rules; if not in conflict with this section, the other membership rules are applicable to ICC apartment houses.
  1. BAKER HOUSE

  1. CONTRACT TERMS AND REQUIREMENTS

  2. AVAILABLE CONTRACT PERIODS: Baker House Fall/winter contracts are for nine months (September-May). Baker Spring/summer contracts are for three months (June-August). Any available spaces will be signed according to non-standard contract rules.
  3. ACCEPTANCE AND AVAILABILITY

  1. Current members: Baker House members wishing to remain in their current room  will have first rights to their rooms. Baker House members who want to switch rooms, and other ICC graduate members, will have second rights to sign.
  2. New members: Waitlist for Baker House will form when the ICC begins accepting applications from new members in November. Rooms will be available for Graduate students beginning in January; rooms for undergraduates or non-students will be available beginning May 1st. There are no waitlist for Baker for the spring/summer contract period.
  1. ESCHER HOUSE

  1. ACCEPTANCE AND AVAILABILITY

  1. Current members: Escher House members wishing to remain in their current room will have first rights to their rooms. Escher House members who want to switch rooms, and other ICC graduate members, will have second rights to sign.
  2. New members: Waitlist for Escher House will form when the ICC begins accepting applications from new members in November. Rooms will be available for non-Escher House members at the same time contract signing begins for new members in November.
  1. KING APARTMENT HOUSE

  1. MINORS:  Minors who are not college students shall be prohibited from living in ICC apartments. Emancipated minors shall not be prohibited from living in ICC apartments.
  2. CHARGES:
    The Board, as part of the budgeting process, shall set ICC charge percentage amounts for each apartment.   The ICC shall choose the sum of ICC charges for the house such that the apartment rates are about the same percentage below market rate than Central Campus Fall/Winter doubles.  Individual apartment charges will be determined by the apartment percentage times the total ICC Charges.  The house will then add on house charges where appropriate.  (12/94)

  3. WAITLIST:
    New members: Waitlist for King House will form in January, on a first come, first serve basis.

  4. CONTRACT TERMS AND REQUIREMENTS:
  1. CONTRACT PERIODS: All apartment contracts shall run for twelve months.
  2. SQUATTER'S RIGHTS:  King House members have squatter's rights on specific apartments for up to three years.  To exercise squatter's rights, members must have lived in an ICC apartment for at least September to April.
  3. MAXIMUM TENURE: No member shall be permitted to sign a contract for a particular apartment house for more than three consecutive years, unless the house is not full by April 1.  Exceptions can be made by a decision of the Operations Committee for students who have to finish their study (only one-year extensions).  (29/99)
  4. APARTMENT-MATES: Current residents may fill spaces in their multiple occupancy apartments as they wish, including subletting (see SR 6.5).
  1. MID-CONTRACT VACANCIES WITHIN AN APARTMENT

  1. LIABILITY FOR CHARGES: All members shall sign a "joint and several clause" within the lease for their apartment, and hence each member shall be responsible for the ICC charges for the apartment if for any reason part of it should become vacant.  The only exception to this is in the case of ICC charges in an expulsion (see SR Chapter 16).
  2. FILLING THE VACANCY: Mid-contract vacancies shall be filled in the same manner as all other vacancies (see section 6.4.4).
  1. SUBLEASES IN APARTMENT HOUSES

  1. DEFINITIONS:

  1. Sub Lessor: a current member offering their apartment or spot in an apartment for sublease for a period of time no greater than four months.
  2. Sub Lessee: any person who occupies the apartment of a member of a house as a short-term member.
  3. Sub Lease: a short-term membership agreement that allows a sublessee to occupy an apartment in that house for a period of time no greater than four months.
  1. ACCEPTANCE AND SUB-LESSOR RESPONSIBILITIES

  1. Sub lessees shall sign subleases for the period of their occupancy, and pay charges directly to the house treasurer, but the sub lessors shall remain primarily liable for the full charges on their leases, including any special assessments levied on the membership.  The sub lessors' apartment deposits and member shares shall be left with the ICC until their original contracts expire.
  2. Subleases shall not be made for any period of time longer than four months.
  3. Sub lessors shall be responsible for any additional debts incurred by the sub lessees to the house as if the sub lessors had done the things or contracted the debts.  However, the house shall make every reasonable effort to collect such sums from the sub lessees.
  4. The voting rights of the sub-lessor shall be suspended for the period of the sublease that the sub lessee pays the charges due.  The sub lessor shall not be counted in the quorum necessary for a house action.
  5. If the sub lessee abandons the apartment or is expelled, then the sub lessor shall reassume voting rights from the date of the abandonment or expulsion.
  1. SUB-LESSEE RIGHTS AND RESPONSIBILITIES:

  1. The sub lessee shall have all the rights and responsibilities of other members, including the right to hold office and vote on all motions.  
  2. The sub lessee has no right to extend the sublease.
  3. The sub lessee shall be counted towards quorum necessary for a house action.
  1. SUB-LESSEE OBLIGATIONS: The sub lessee shall:

  1. Sign a short-term membership agreement and pay a short-term membership fee of $25.
  2. Pay all charges and assessments promptly and directly to the house treasurer.
  3. Shall deposit, if requested by a majority of the house, a charges pre-payment with the house treasurer, in an amount to be determined by a vote of the house, but not to exceed the amount of the sub-lessee's full charge liability for the duration of the sub-lease. (58/03)
  1. Contract Release Procedures
  1. INTRODUCTION:ICC Membership and Occupancy Contracts are legally binding documents signed by both ICC members and ICC authorized signers. Members can be released only by the following options: Replacement, Buyout, or Voiding. The original member shall be responsible for paying all monthly charges and completing all work requirements, until official notification of release is received from the ICC office.
  2. HOUSE ROLE IN CONTRACT RELEASES: Individual co-ops may release members from the house portion of charges according to house procedures, but they do not have the authority to release members from their ICC contract.  Houses that choose to release members from house charges take responsibility for paying any costs remaining for spaces vacated by released members.  A House Charges Release Form must be turned into the ICC Finance Office by any house officer unless otherwise specified in the house constitution.

  3. CONTRACT RELEASE OPTIONS (48/05)

  1. RELEASE BY REPLACEMENT: A member can be replaced by either by direct recruitment (suitable replacement) or by any member once all open, uncontracted spaces have been filled.  Although strongly encouraged, replacement members do not have to sign for the same house or room, except for King House.

  1. SUITABLE REPLACEMENT: A suitable replacement is defined as either:
  1. A brand new member with no prior contact with the ICC Housing Services staff and who has not submitted a membership application.
  2. Any person who does not have a contract for the term in question, only if the house is full. (54/07)
  1. The ICC Housing Staff will verify that the potential replacement has been actively recruited by the member seeking replacement by either checking that the member’s name was mentioned on the application or otherwise confirming that the prospective member signed as a result of the efforts of the members seeking replacement.
  2. In order to be fully released, a member must be able to fill the entire duration of their contract. A member may be replaced for a portion of their contract, but they are still responsible for the remainder.
  3. In circumstances not covered above, a member may petition the Operations Management Committee, which may deem a person a suitable replacement, even if it is not in accordance with these rules.
  4. Members with contracts for the term in question can be suitable replacements before the following deadlines:
  1. Fall/Winter contract period: June 30.
  2. Spring/summer contract period: April 15
  1. AFTER THESE DATES: two members with contracts during the same contract period may only exchange places for the same contract period, and one may not be considered a suitable replacement for the other.
  1. RELEASE BY COMMITTEE:

  1. Contract Release Committee and Emergency House Operations Team (EHOT) have the power to release a member from their contract.  (29-08)
  2. EHOT procedures are in SR 4.16. Written documentation is always required, regardless of automatic release cases or non-automatic release cases. Sexual Misconduct, Prejudicial or Criminal behavior cases are eligible for voiding a member contract.
  1. APPEALS (08/2009-2010)

  1. DEFINITION: An appeal is a safeguard for an imperfect human process that attempts very hard to be fair. It allows for a case to be heard by a different body than the one that made the initial decision.
  2. REASONS FOR APPEAL Any member may appeal a CRC decision for the following reasons:
  1. A. The CRC did not follow proper procedures.
  2. B. Evidence provided by the member does not support the CRC’s decision.
  3. C. There is new evidence that was not reasonably available at the time when the initial petition was made to the CRC.
  1. PROCEDURE: If the CRC makes a decision that the member wishes to appeal according to the reasons listed above, the member must inform the CRC in writing within 14 calendar days of receiving the committee’s decision. This appeal will then be brought before the Membership Committee, which will decide whether there is sufficient reason (according to SR 7.3.2.2 b, above) to hear the appeal and, if so, to confirm or overturn the CRC’s initial decision. The Membership Committee’s decision is final and must be reached within 14 calendar days of receiving the appeal.
  2. All decisions made by the CRC (or by the Membership Committee in the case of an appeal) shall be reported to the Director of Financial Services and the Director of Housing. CRC shall also routinely notify the Board of Directors about its decisions while still maintaining confidentiality.
  1. AUTOMATIC RELEASE: The following are cases for which members can automatically be released from their contract. Support documentation, in writing,  is always required. The Contract Release Committee shall review and approve all cases of automatic release.

  1. CALL TO ACTIVE DUTY:  members can be released one month before their induction date into the armed forces.
  2. FLUNKED OUT OF SCHOOL AND LEAVING ANN ARBOR: the action must be initiated by the school.  It cannot be the member's choice to withdraw from school.
  3. UNINHABITABLE ROOM (see SR 9.7, Uninhabitable Rooms) (9*42/97)
  4. DEBILITATING ILLNESS OR HOSPITALIZATION that prohibits a member from living in the ICC. (33/07)
  5. BOARDER RELEASES: After they are completely released from house charges
  6. DEATH.
  1. NON-AUTOMATIC RELEASES
    The ICC generally does not grant releases outside of the automatic releases described in these rules except in the most unusual circumstances. The ICC may release a member from obligation for the full or partial contract. The Contract Release Committee shall notify the Director of Finance and the General Manager when decisions are made. (48/05) As well, CRC shall routinely notify the Board of Directors as to its decisions while still maintaining confidentiality. (33/07)
    CRC will generally only consider cases where the member has been released from house charges. However, if there is a strong argument, CRC may decide to hear a case without a house releasing a member of their obligations.  All other procedures and requirements are subject to the policies of the Contract Release Committee. (33/07)

  2. RELEASE BY BUYOUT (13/2009-2010)

  1. OVERVIEW: A contract buy-out is a fee members can pay in order to be released from their ICC contract
  2. ELIGIBLE CONTRACTS:The following contracts are eligible to be bought out:
  1. Fall/Winter,
  2. Fall-term
  3. Winter-term
  4. Spring/summer
  1. FEES: The buy-out fee for a Fall/Winter contract is nonrefundable and is not affected by any future signings for that space, or prior release from house charges. It is equal to 2 months’ worth of monthly charges (ICC, utilities, and house), minus member shares. Any additional balances due to the ICC also be due at time of payment. The exiting member also forfeits their right to all rebates and will not be charged any assessments.
  2. DISTRIBUTION OF BUY-OUT FEE: The contract buy-out fee shall be distributed based on the budgeted amounts, i.e., the portion calculated from house charges will go to the house, while the portion calculated from ICC charges will go to the ICC.
  1. VOIDING CONTRACTS:

  1. OVERVIEW: Voiding a contract is cancellation of the obligations of a member for their contract and all attendant rights as detailed in the contract by the ICC. Contract releases must be voluntary on the part of the contract holder whereas a contract voiding can be done without the consent of the member if any of the following situations applies:
  2. NO-SHOWS AND DEPARTURES:
  1. NO-SHOWS:  A member who does not move into their contracted space, or who moves out from an ICC house within 15 calendar days from the start of a contract term of any contract period, and does not initiate contract release procedures, will be deemed a no-show. Their contract will automatically be voided and they will be charged the contract buy-out fee in accordance with SR 7.1.3.2.C. Failure to submit a contract release form within 15 days from the start of a contract period will make a member ineligible for release options.
  2. DEPARTURES: At any point after the 15 day No Show period, if the member notifies the ICC they will no longer be occupying the space, ICC Housing staff shall be authorized to declare a contract void on behalf of the co-op; only if an immediate and suitable replacement (see the above definition of a suitable replacement) can fill the vacancy caused by such contract departure. The Housing Staff must make an immediate report to the Operations committee if such an action is taken. (For No shows see 11.4) (92/97)
  1. NON-PAYMENT OF DEBTS:
  1. HIGH DEBT: Contracts for any term in a future fiscal year will be voided twenty five days prior to the start of a new fiscal year if a member has a balance of $500 or greater, regardless of whether a payment plan has been approved over multiple contract periods. (88/96)
  2. APPEALS OF VOIDED CONTRACTS: Any person having a contract cancelled because of a bad debt has the right to appeal the cancelled contract.  Any appeals of a contract cancellation caused by bad debt shall be heard by the Finance Committee. Any appeals granted by the Finance Committee must be seconded by the ICC Board of Directors, who shall render a final decision on the matter. (88/96)
  1. ERROR BY ICC: The Board of Directors, or Operations Committee, may vote to void a contract and refund all or part of the membership fee in cases where error on the part of the ICC or its agents has blocked fulfillment of the contract.  No such refund will be made to a person who has lived in the ICC for more than three weeks prior to discovery of the error or request for the refund.  If refund is made, the Board, and/or the Operations Committee, shall determine the source of error.  This section shall not apply to cases of eviction.
  2. PREVIOUS MEMBER OVERSTAY: The overstay of a previous contract holder in the space to be occupied by the new contract holder is not the responsibility of the ICC and is not reason to void a contract.
  3. EHOT INVESTIGATION: for Sexual Misconduct, Prejudicial or Criminal Behavior

  1. ICC Finance and Scholarships (12/04)
  1. DIVISION OF RESPONSIBILITY/POWERS

  1. FINANCE COMMITTEE: The finance committee is charged with the care of ICC finances (see SR 4.7).
  2. REPORTS: The ICC General Manager or other designated staff shall prepare and distribute by the 20th of each month a variance statement showing ICC’s income, expenses and cash on hand as compared to the budget. The ICC Vice President for Finance shall present this statement to the Board of Directors at the next regularly scheduled board meeting following its publication.
  1. THE ICC BUDGET:

  1. PROCESS:
  1. CONSULT WITH BOARD: The Finance Committee will present a draft budget for the coming fiscal year to the ICC Board no later than the last board meeting in December. Board members will discuss the budget with their houses and supply the Committee with input and suggested changes.
  2. DEADLINES (37/09): By January 31 of each year the ICC Vice President for Finance shall submit to the Board a proposal for a budget for the coming fiscal year as recommended by the Finance Committee, together with a statement of the budget and actual expenses for the preceding year as a reference.  The Board must approve a budget by February 28.
  3. ADMINISTRATION: After approval of the Board of Directors, the budget becomes official.  The staff shall administer the budget as finally adopted by the Board.
  4. IN LIEU OF BOARD APPROVED BUDGET: If at the end of the fiscal year the ICC does not have a new budget, the ICC shall continue to operate under the old budget until a new budget is adopted.  When adopted, the new budget shall be retroactive to the beginning of the fiscal year.
  5. PROVISION FOR ADJUSTMENT: If the number of actual vacancies varies from the number of estimated vacancies in any term, the Board may vote to increase ICC charges or reduce the charges so that the total revenue will equal the budgeted revenue.
  6. In October or November of each year, the Finance Committee may bring a proposal to the Board for revisions in the current year’s budget, to increase its accuracy.
  1. EXPENSES:  The ICC expense budget for each fiscal year shall include the following items:
  1. HOUSE OPERATIONS: including but not limited to, property taxes, debt service, note repayment, insurance and maintenance, phone, internet, and utilities. Utilities shall include water, gas, and electricity. In a contract period, each member shall be charged equally for utilities.
  2. MAINTENANCE DESIGNATED CASH:  Shall be maintained through loans, grants, and an annual contribution by current members of at least 10% of the annual operating budget.
  3. Administrative payroll and benefits (for unemployment insurance see 8.4.7)
  4. Administrative services, including audit and legal fees, postage, staff bonding, telephone, supplies, printing and duplicating and office machine leases, service and/or purchases
  5. Committees and activities, include dues and subscriptions, recruitment, training and education, publications and social activities. The amount budgeted as a member contribution to each committee or team “fund” shall be the amount spent by that committee or team in the current fiscal year to date, plus the amount spent in the previous fiscal year after the budget for the current fiscal year was passed, up to a maximum of the committee or team’s budget request for the following fiscal year. The Scholarship program shall be given a $10,000 award each year. (102/97)
  6. DEVELOPMENT DESIGNATED CASH: A percentage of the overall operating budget may be allocated to the development fund for the purchase of new properties. (63/93) (3/98)(77/79*76/99)
  7. A safety factor of not less than 1.5% of the disbursement and reserve lines in the budget. (18/96) (27/96)
  8. ALUMNI PROGRAM:  Funding for the Alumni Program shall be generated by:
  1. 10% of all ICC Membership Fees
  2. A designated line item in the operating budget
  3. Alumni Association membership fees and contributions
  4. Contributions as needed from the Alumni Program Reserve (see 8.4.6) (42/07)
  1. BAD DEBT: A line item to account for potential bad debt in the ICC. (23/07) Money paid by former members on accounts which have already been expensed as bad debts shall go toward offsetting the bad debt line item of the current fiscal year. (17/08)
  1. INCOME:
  1. The income budget shall assess members, based on the estimated occupancy levels for each term of the Fiscal Year.  The Finance Committee shall set estimated occupancy rates for each term.
  2. Houses shall be assessed ICC Charges for the number of contracted members with exception of apartment co-ops, which will be assessed for the number of contracted apartments.
  1. FALL/WINTER: Charges for Fall/Winter shall be assessed on a “per month” basis.  
  2. SPRING/SUMMER: Charges for Spring/Summer shall be assessed for each term but shall be due in two payments for each term.  
  3. If a person occupies a space in a house without a contract (see SR 5.4) and is not a guest (see SR 12.5) the house shall be assessed the ICC Charges for time that person lived in the house as if that person had a contract, plus any other applicable contract fees.  If a house knowingly allows a person to live in the house without a contract, the house shall also be assessed a charge equal to 10% of the ICC Charges due under this Standing Rule as liquidated damages.  (52/96)
  1. ICC HOUSE DENSITY AND BUDGETING CAPACITIES:
  1. For the purposes of the ICC budget proration only, the official rooming capacity for each house is:

CENTRAL CAMPUS

Fall/Winter

Spring/Summer

Black Elk

22

13

Debs

23

15

Gregory

29

21

Lester

15

9

Linder

20

15

Luther

49

29

Michigan

19

11

Minnie’s

24

13

Nakamura

29

18

Osterweil

12

8

Owen

23

13

Ruths’

12

10

Truth

53

31

Vail

23

15

King Apts.

10

10

TOTAL Central Campus

363

231

NORTH CAMPUS: Escher

66 Large

66 Large

84 Small

84 Small

Baker

12 Regular

12 Regular

13 Large

13 Large

3 XLarge

3 XLarge

2 XXLarge

2 XXLarge

TOTAL North Campus & Baker

180

180

Overall Total:

543

411

  1. These official  rooming capacities may be changed by action of the Board. (43/08)

CENTRAL CAMPUS

FALL/WINTER

SPRING/SUMMER

Baker

28

28

Black Elk

22

13

Debs

23

15

Gregory

29

21

Lester

15

9

Linder

20

15

Luther

49

29

Michigan

19

11

Minnie’s

24

13

Nakamura

29

18

Osterweil

12

8

Owen

23

13

Ruths’

12

10

Sojourner Truth

53

31

Vail

23

15

King Apts.

10

10

TOTAL CENTRAL CAMPUS:

391

259

NORTH CAMPUS

LARGE

SMALL

LARGE

SMALL

Escher

150

84

78

84

TOTAL NORTH CAMPUS:

150

150

OVERALL TOTAL:                    

552

420

  1. For the purposes of density and building capacity as defined by city housing code as of 10/1/93, these are the capacities: (46/93)

HOUSE

CAPACITY

Baker

56

Black Elk

31

Debs

29

Gregory

30

Lester

15

Linder

20

Luther

50

Michigan

21

Minnie’s

39

Nakamura

32

North Campus

216

Osterweil

15

Owen

27

Ruths’

12

Sojourner Truth

63

Vail

24

Total Capacity

680

  1. The amount of revenue North Campus residents supply, and the amount that Central Campus residents supply shall be adjusted each year based on the relative proximity of the cooperatives rates to market rates of comparable space in that area and on a comparison of the vacancy rates on Central and North Campuses.  In addition, these adjustment mechanisms should be constantly examined for relative accuracy and relevance in judging the fairness of the ICC charges.  (12/88*13/88)
  1. ICC SPENDING POLICY (8/94)

  1. No funds may be spent for other than their intended purpose without Board approval.
  2. GENERAL: The Finance Committee shall supervise the administration of the ICC Budget; ensuring that no more than 10% over any budget line item less than $5,000 and no more than 5% over any budget line items greater or equal to $5,000 is spent without the board’s approval.  Individual line committee budgets shall be treated as one line item.   A “budget line” shall consist of a medium level budget line.  Examples are Debt Service, Maintenance, Property Taxes, Insurance, Property Expenses, Payroll, Office Expenses, Computer Expense, Professional Services, Advertising and Promotion    
  3. DEBT SERVICE, PROPERTY TAXES, INSURANCE AND PROPERTY EXPENSES: The GM or Director of Financial Services as delegated by the GM shall be responsible for administering these budget lines.
  1. PAYMENT OF MINOR MEDICAL INSURANCE DEDUCTIBLE AND OTHER COSTS RELATED TO HOUSE LABOR:  The ICC shall pay the deductible amount for house labor related accidents, or up to $1,000 for amounts that are too small for an insurance claim.
  1. OFFICE EXPENSES: The staff shall be responsible for administering “Office Expenses” funds as they see fit.  
  2. PROFESSIONAL SERVICES: The GM shall be responsible for administering these funds.  
  3. ADVERTISING AND PROMOTION: Staff members, as delegated by the GM shall be responsible for administering these funds.
  4. COMMITTEES: Committees shall be responsible for administering their budgets as they see fit, unless otherwise specifically directed by the Board of Directors.
  5. UNBUDGETED DISCRETIONARY ITEMS: Staff shall be authorized to spend up to $100 per item on discretionary items. The Finance Committee shall be authorized to spend up to $500 per item on discretionary items.  Larger discretionary items must be approved by the Board. (62/95)
  6. DONATIONS/SPONSORSHIPS: Items which fall into the following two categories may be approved as noted.  Other donations may not be approved. (87/96)
  1. SPONSORSHIPS: Members who wish to be sponsored to participate in an activity may be approved by the Education Committee.  The activity must be related to the ICC or to co-ops.  Funds shall be taken from the Education Committee budget as approved by the Education Committee.  
  2. DONATIONS TO OTHER CO-OPS: The ICC may make one-time donations to other co-ops.  The Coordinating Committee may, depending on the size and/or nature of the request, either send a proposal to the Board of Directors or refer the request to the appropriate ICC Committee.  
  1. DESIGNATED CASH AND FUNDS:

  1. OPERATING RESERVE:  (84/97)

  1. Any cash earnings over actual expenses shall accrue to the Operative Reserve. Earnings over expenses deposited in the fund shall not include revenue reserved for development, maintenance or other “funds”(see SR 8.4)  (2/1/85) (51/96) (84/97)
  2. The Operating Reserve shall be used to cover deficits.  Money may also be used to cover items which might not normally be included in the yearly ICC budget, such as purchase of a new truck or new computer equipment as approved by the Board. (84/97)
  3. The amount of money in the Operating Reserve shall not drop below 5% of the total size of the ICC budget.  If for any reason the balance is below this limit, the Finance Committee shall include in the operating budget a contribution to the Operating Reserve. This contribution shall bring the balance up to 5% within 4 years. (84/97)
  4. If the amount of money in the Operating Reserve is above 6% of the total size of the ICC Budget., this money can be reallocated.  If by February 1st, the Finance Committee determines that a surplus will be generated and such a surplus would cause the balance in Operating Reserves to rise above 6%, the Finance Committee shall recommend to the Board how to use this surplus.  If after the close of a fiscal year, a surplus causes the balance to rise over 6% then the excess can be allocated as determined by the Board. (84/97)
  1. DEVELOPMENT DESIGNATED CASH: The development Designated Cash may grow through an annual budget appropriation (see SR 8.2.2.F).

  2. MAINTENANCE DESIGNATED CASH: The maintenance Designated Cash shall receive yearly allocation from the operating fund, to be used to pay for all maintenance expenses of the organization

  3. ICC SCHOLARSHIP ENDOWMENT FUND: (102/97)

  1. For information on source and administration of the ICC Scholarship Endowment Fund see section 8.10.
  2. Interest and investment returns from the ICC scholarship fund shall accrue to the fund.(4/97) (102/97)  Only the interest may be spent.
  3. Donations directed toward scholarships shall be placed in the Scholarship Endowment Fund unless specified otherwise.
  1. UNREDEEMED AND NONREFUNDABLE SHARES

  1. Nonrefundable shares (defined in SR 5.1.3) shall be considered ordinary income in the ICC budget.
  2. Refundable shares not redeemed within 1 year after the share return check was written shall be recorded in our escrow liability account. At the end of the fifth year any unclaimed shares will be considered as a donation to our scholarship fund and will be transferred accordingly, as stipulated  in the member contract. (30/2010-2011)
  1. ALUMNI PROGRAM RESERVE: Any unused funds designated for the Alumni Program at the end of each fiscal year shall be deposited in the Alumni Program Reserve. 

  1. The administration and usage of these funds shall be the responsibility of the Alumni Team.
  2. These funds may be used to pay for special projects and programs requiring more than a year for completion and to cover temporary shortfalls in revenue for the alumni program.  
  3. The Alumni Team must create a 5-year program budget reviewed by the Finance Committee before diverting any funds away from this reserve. (42/07)
  1. UNEMPLOYMENT FUND (80/95)

  1. Any unemployment insurance expense due shall be paid from the fund.
  2. The fund shall grow from a yearly budget appropriation equal to the total payroll multiplied by the unemployment rate (UR).  The UR shall be the benefits paid over the past 36 months divided by the total payroll over the past 36 months.  The UR shall not be less than 0.5% unless the amount of money in the fund exceeds 5% of the total payroll.  
  1. ADDITIONAL HELP DESIGNATED CASH (DC) (31/04)

  1. Use of Money: Additional Help DC moneys may be used only to pay for additional help to work on specific projects for specific amounts of time.  Money may only be disbursed from this account with the approval of the General Manager. Individual projects over $2,000.00 must be approved by the Finance Committee.
  2. Sources of Funding:
  1. An amount from the operating budget.
  2. If a member is fined for creating a problem which results in increased staff work, those fines may be applied to the Additional Help Designated Cash, in order to offset staff costs.
  1. AUDIT

  1. Each year the ICC shall have its records audited by a Certified Public Accountant.  The Auditor shall be chosen by the Board on recommendation of the Finance Committee. They shall be contracted in January of each year to arrange for the performance of the audit in May.
  2. The audit shall be completed as soon as possible after April 30 but no later than October 31 of each year.
  3. The auditor shall be required to report to the Board. Sufficient copies of the Audit shall be reproduced to supply a copy to each director during the coming year.
  1. CASH ASSETS: All payments shall be reviewed and authorized by the General Manager. Payments over $3,000 shall be authorized by the ICC President or ICC Vice President for Finance, unless they have been pre-approved by the board or one of the committees on the board.  Authorization is not required for payments to ICC houses or transfers between ICC accounts. (42/93)

  2. BORROWING AND INVESTMENT POLICIES

  1. ICC BORROWING: The ICC shall pay 2% above prime rate interest on money loaned to it by friends or former members.  Interest will be paid only at the time of repayment of the loan.
  2. ICC INVESTMENT POLICY (18/90)(36/99)
  1. Investment management of the ICC's funds shall ensure preservation of principal, high profitability, and optimum liquidity, and social responsibility.
  2. The Finance Committee shall prepare proposals that (1) set policy related to investment choices. (2) Establish limits on investment types, and (3) recommend specific types of investments. The Board shall make final decision on all investment recommendations.
  3. The General Manager will have full responsibility for the implementation of the investment policy dictated by the Board.
  4. The only acceptable portfolio investments, to be approved by the Finance Committee are:
  1. United States Treasury bills, notes and bonds.
  2. Loans, notes, and securities directly guaranteed by the U.S.
  3. Demand, NOW and time deposits insured by the FDIC, FSLIC and other comparable federal agency.
  4. Insured Certificates of Deposit
  5. Money market mutual funds, provided a prospectus of the fund has been examined and approved by the ICC Vice President for Finance and the General Manager with special attention to the following: Assets should preferably consist of U.S. Treasury bills or at least be concentrated in CD's or other high grade investment: the fund should be managed and owned by a prominent and sound organization; and the fund should be purposely oriented toward "socially responsible" (a copy of the fund's " socially responsible" policy should be supplied to the Board for informational purposes, but investment is not predicated on Board approval of the fund's policy)
  6. Obligations of cooperatives that are approved by the board.
  7. For the Scholarship Endowment only, stock mutual funds and bond mutual funds provided a prospectus of the fund has been examined and approved by the Finance Committee. In such investments, there shall be a strong preference for "socially responsible" funds. After consulting a professional financial advisor, the Finance Committee shall submit the general investment strategy for this fund, and amount of income to disburse, for evaluation by the Board each year with the budget.
  1. Investment in any one company or institution, except direct obligations of the U.S., is limited to the following amounts:
  1. Federally insured CD's  
  2. $150,000 (per institution)
  3. Other commercial paper  
  4. $150,000 (per institution)
  5. Money market funds  
  6. $50,000 (each)

The Finance Committee may alter the maximums above with approval of the Board.

  1. The Board shall be informed of all investment made
  2. When approached for a loan for a student housing cooperative, the ICC shall consider investing through the Kagawa Fund first.
  3. COMMITMENT TO SOCIAL RESPONSIBILITY: The ICC understands that its financial actions have repercussions on local, national, and transnational institutions. A concerted effort will be made to support those institutions that: 1. aid the local economy by providing local residents with competitive wages and benefits; 2. support the local community through direct giving or other activities; 3. engage in activities that have minimal impact on the environment; 4. treat their worker in a fair manner; and 5. are governed in a cooperative manner
  1. LOANS TO HOUSES: The Board of Directors may make a loan to member houses for special purposes.  No interest shall be charged upon such loans.  No loan may extend for a period of more than three years and a schedule of prompt and full repayment must be agreed to by the house before any loan monies are disbursed.  The total amount of outstanding loans to houses (including all other loans to houses) may not exceed 1% of the ICC Budget. (16/89) (44/93) (84/97)
  1. INSURANCE COVERAGE AND BONDING

  1. INSURANCE AND BOND COVERAGE: The ICC is not responsible for damage or theft of personal property or personal injury on ICC property or injuries suffered by members during activities connected with the ICC arising out of the member's own negligence.  The ICC has no liability for member's cars parked on ICC property.
  2. FIRE AND EXTENDED COVERAGE INSURANCE: The board must approve any changes of the insurance carrier and furthermore we endorse the "rent insurance" concept which would return rental income to the ICC for a year in case of fire.  The ICC shall insure each house to at least its assessed value.
  3. PERSONAL EFFECTS COVERAGE: It is ICC policy to carry an average of $500 fire and extended coverage insurance for each rooming member on their personal effects.
  4. PUBLIC LIABILITY INSURANCE: Public liability insurance in amounts of $5,000,000 total and $1,000,000 per occurrence will be carried on all ICC property.   (47/97)
  5. PERSONS BONDED: All house treasures shall be bonded.  The ICC President, Vice President for Finance, Director of Financial Services, General Manager and any other full-time administrative employees shall also be bonded.
  1. STANDARD FINES: For the purposes of fines the variable $X shall be $15

  2. SCHOLARSHIP PROGRAM: The board delegates its power to control and administer the ICC  Scholarship Endowment Fund and the ICC Scholarship Program to the Finance Committee.

  1. PURPOSE: The Purpose of the ICC Scholarship Fund is to provide scholarships for students who need financial aid to continue school.
  2. FUNDING: The funding for the ICC Scholarship Program shall come from two sources:  The Operating Budget and the Scholarship Endowment Fund.
  1. Operating Budget: Each fiscal year, a sum equal to .08% of the prior year’s budgeted operating expenses shall be earmarked to fund ICC scholarships awards directly. This appropriation shall not be deposited in the scholarship fund. For accounting purposes, the cost of each scholarship accrues in the fiscal year when the award, not in the fiscal year which it’s set aside.         
  2. Scholarship Endowment Funds.  Each fiscal year, 5% of the value of the Scholarship Endowment shall be withdrawn to fund scholarship disbursements.  
  3. The sources for the fund shall be specified gifts, proceeds from concerts, a   yearly appropriation from the ICC budget, other monies specifically designated to the fund by the Board of Directors and fundraising efforts of the Committee.
  1. ADMINISTRATION. The Finance Committee shall be responsible for:
  1. Developing a standard metrics to determine eligibility and scholarship amounts for an eligible applicant.
  2. Publishing the metrics in a FinCom Policy Manual.
  3. Informing each applicant of how much money they will receive within 14 days of receipt of the application.
  4. Sending scholarship amounts to the Finance Office to be subtracted from the applicant’s monthly charges.
  5. Publicizing the program, at the financial aid offices of local institutions of higher learning.
  1. Scholarship Endowment Fund: Finance Committee shall be responsible for managing the Scholarship Endowment Fund in accordance with ICC investment policies. The Finance Committee shall periodically review the performance of the Scholarship Endowment Fund investments and make changes to the Scholarship Endowment Fund investment portfolio as necessary. (7/2013) No loans shall be made from the Fund, nor shall any aid be disbursed in the form of cash. Each ICC Scholarship cycle, the committee may give out a maximum of the yearly budget appropriation plus 5% of the market value of the scholarship fund balance as of May 1st of the current fiscal year. This limit does not include donor restricted funds that are targeted or have other restrictions on the donation. In these cases, the donor restrictions must be honored (including expending the principal.) (102/97) The sources for the scholarship fund by the Board Directors and fundraising efforts of the Alumni Team.
  1. ELIGIBILITY AND APPLICATION PROCEDURE
  1. Only students are eligible to receive the MLK scholarship. A student is defined as a person enrolled in an institution of higher learning. Students must be enrolled in both Fall and Winter terms or be graduating in December to eligible for ICC scholarships. (16/19) However, both students and non-students are eligible to receive the Bridge Scholarship.
  2. Any student may apply for an MLK scholarship by completing the application form. Any non-student or student may apply for a Bridge Scholarship by completing the application form.
  3. The scholarship shall take the form of grants given to persons living in the ICC when said persons apply for the scholarship, but aid will not be given until occupancy begins.
  4. The Finance Committee shall appropriate funds to approved applicants who demonstrate need. All members shall be subject to uniform and even standards determining need. Financial need will be determined by the difference between the applicant’s disposable income and the applicant’s liabilities.
  5. Applications for the MLK Scholarships will be reviewed by the Finance Committee on a rolling basis. The Finance Committee may award scholarships for the fiscal year in which the application is received, or for the following year.
  6. The committee shall consult the University Financial Aid Office or ICC house officers at their discretion in determining the financial status of applicants
  1. BRIDGE SCHOLARSHIP

  1. PURPOSE:  To provide financial assistance to eligible ICC members who have an approved Finance Committee payment plan.
  2. DEFINITION:  Bridge Scholarship funds are a designated portion of the annual ICC Scholarships Fund and are not to exceed 10% of the total annual scholarship appropriation.  All Bridge Scholarships shall be a temporary, one-time grant within the current ICC fiscal year. Individual Bridge Scholarship awards may not exceed the amount of the current debt owed by a member to the ICC. The ICC Finance Committee will determine the percentage of total scholarship funds available for the Bridge Scholarships. The ICC Finance Committee will administer the Bridge Scholarships as indicated below.
  3. ELIGIBILITY:  These scholarships will be available to any individual who meets the Finance Committee’s approved payment plan criteria and who meets the following additional criteria:
  1. Must be a member of the ICC
  2. Demonstrates a loss of income so as to interfere with their ability to pay charges.
  3. Demonstrates a change in ability to generate personal income.
  4. Demonstrates unexpected additional expenses that would interfere with their ability to pay charges.

The Finance Committee will obtain all relevant information in their determination of Bridge Scholarship allocations, but will also be allowed to use their normal discretion in establishing payment plans that involve the use of these scholarship funds.

  1. DOCUMENTS RETENTION AND DESTRUCTION POLICY

  1. DOCUMENT DESTRUCTION: The Document Retention and Destruction Policy identifies the record retention responsibilities of staff, volunteers, members of the board of directors, and outsiders for maintaining and documenting the storage and destruction of the organization’s documents and records. The organization’s staff, volunteers, members of the board of directors, committee members and outsiders (independent contractors via agreements with them) are required to honor the following rules:
  1. Paper or electronic documents indicated under the terms for retention in the following section will be transferred and maintained by ICC Administrative Staff as a collective.
  2. All other paper documents will be destroyed after three years;
  3. All other electronic documents will be deleted from all individual computers, databases, networks, and backup storage after one year;
  4. No paper or electronic documents will be destroyed or deleted if pertinent to any ongoing or anticipated government investigation or proceeding or private litigation (check with legal counsel or the human resources department for any current or foreseen litigation if employees have not been notified); and
  5. No paper or electronic documents will be destroyed or deleted as required to comply with government auditing standards (Single Audit Act).
  6. The table indicating the minimum requirements for document retention and destruction are located in the Finance Committee Policies.

8.13.         SPRING/SUMMER HOUSE CLOSINGS FOR FINANCE

8.13.1         The board has the power to close any house for the spring/summer contract period for summer program use and short term rentals.

8.13.2         Houses that fall below 60% of expected income, as calculated by the occupancy in standing rule, 8.2.3.3, multiplied by spring/summer ICC charges, are candidates for spring/summer closure. This will be calculated, discussed and, if necessary, brought to the board in a proposal by Fincom.

8.13.3         Houses will be evaluated by looking at income generated in the previous spring and summer terms and comparing this amount to the expected amount.

8.13.4         Evaluations are to be done in September and October. Houses that fall beneath the threshold are to be notified of possible closing during the upcoming spring and summer terms by November. If any house is selected and voted by a two thirds majority to close by the Board, then they are to be notified by the end of the fall term and signings for the spring summer term will not be allowed.

8.13.5        The board has the authority to extend a house closing up to three summers in a row at its discretion.


  1. Facilities Management and Maintenance
    (28/2010-2011)
  1. RESPONSIBILITY: The houses, along with the Facilities Management Committee (SR 4.6), shall supervise, operate, and/or maintain those properties which are assigned to them. The Facilities Management Committee and individual houses bear responsibility for ensuring that the property under their control be properly maintained

  2. ADMINISTRATION OF BUDGET

  1. MAINTENANCE FUND:

  1. MAJOR MAINTENANCE: Maintenance repair and replacement projects and items which preserve the structural integrity of existing buildings, building systems, correct Code violations, and protect member safety, as well as commercial equipment, shall be funded wholly by the Major Maintenance Fund as approved by the Board of Directors. A comprehensive list of such items and projects as well as the 5-year plan, shall be kept in the Maintenance Office.
  2. ANNUAL MAINTENANCE: The cost of materials needed for projects using house or ICC labor which preserve the structural integrity of existing buildings, building systems, equipment and grounds, correct Code violations, and protect member safety and comfort, shall be funded by the Annual Maintenance Fund as overseen by the Maintenance Staff.
  3. TOOL CRIB EXPENDITURES: A limit of $1,000 shall be placed on the purchase of any tool for the tool crib. These shall include: hand tools, yard tools, paint tools, power tools, and safety equipment. For purchases over $1,000, the tool crib shall be required to submit a written request to the Vice President for Facilities Management and the Director of Maintenance Services. Items exempted from this purchasing limit shall include supplies made available for house purchases. These include: light bulbs, smoke detectors, batteries, first aid kits, flashlights, Plumb Clean, vacuum cleaner belts and bags.
  1. MAINTENANCE POLICY MANUAL

There shall be a Maintenance Policy Manual which shall be revised as needed by the Vice President for Facilities Management, Maintenance Staff, and/or other committee members upon approval of the Facilities Management Committee.

  1. FUNDS ALLOCATION LISTS: A comprehensive list of items and projects that can be funded by the Annual Maintenance Fund shall be kept in the maintenance office and maintenance manual. See Maintenance Policy.
  2. RESOURCES LIST: A list of Maintenance Resources shall be kept in the Maintenance Policy Manual.
  3. MAINTENANCE PROBLEMS AND CORRECTIONS PERIOD LIST: A comprehensive list of maintenance problems and their corresponding corrections periods shall be kept in the Maintenance office and copies delivered by U.S. Mail or email to each respective House President and Maintenance Manager whenever a correction period occurs.
  1. STANDARDS IMPLEMENTATION

The various co-op houses of the ICC are self managing units which shall maintain their buildings to the standards set by the ICC Board of Directors.

  1.  PURPOSE: That the co-ops maintain the property under their control in a manner to insure and promote the safety and comfort of the members, the economic operation of the co-op, and to protect the assets of the ICC and the personal property of members.
  2. STANDARDS: ICC Maintenance Standards must include:
  1. The terms of the ICC Membership Contracts
  2. Food Service Regulations as adopted by the Small Group Homes Food Service  Committee, The University of Michigan Department of Environmental Health and Safety (EHS), the County of Washtenaw, and the State of Michigan.
  3. The City of Ann Arbor Housing Code
  1. HOUSE INSPECTIONS: Each house will undergo regular city-conducted housing inspections and EHS-conducted kitchen inspections. ICC Maintenance staff may also conduct internal ICC inspections as necessary during intermediate periods. The standards to which the ICC inspections will be conducted will be no lower than those described in SR 9.4.2. If a house is found to have an item or items which does/do not meet these standards, the members of the house will be given an amount of time to correct this/these item(s) depending on the nature of the item(s) described in SR 9.4.2.
  2. UPHOLDING STANDARDS
  1. REPORTING PROBLEM CONDITIONS: The Maintenance Staff, upon observing conditions which are in violation of ICC Maintenance Standards or are, in the opinion of the Maintenance Staff, likely to endanger the safety, comfort, or property of the members of the ICC, the economic operation of the co-op, or the assets of the corporation, shall submit a written report to the house maintenance manage and the house president; this shall constitute a report to the members as well.
  2. CORRECTION PERIOD: The correction periods for problem conditions shall consist of two weeks, one month, and two months from the time the condition was initially reported by the Maintenance Staff. The conditions which shall incur the corresponding correction periods are:
  1. TWO WEEK CORRECTION PERIOD: Any acute condition which represents a serious threat to the safety, security and/or property of the         members of the house and the ICC.  Specific examples of such conditions shall be kept in the Facilities Management and Maintenance Policy Manual.
  2. ONE MONTH CORRECTION PERIOD: Any condition which threatens the property or comfort of the members of the co-op or violates standards without being related to safety or the deterioration of the building.  Specific examples of such conditions shall be kept in the Maintenance Policy Manual.
  3. TWO MONTH CORRECTION PERIOD: Any condition which, in the opinion of the Facilities Management Committee, jeopardizes the appearance or economic operation of the co-op, requires substantial planning or lead time to repair, or otherwise represents a condition of non-urgent nature. Specific examples of such conditions shall be kept in the Maintenance Policy Manual.
  1. CORRECTION OF PROBLEM CONDITIONS:
  1. RESPONSIBILITY FOR CORRECTION: It shall be the house's responsibility to correct problem conditions within the designated correction period.
  2. APPEAL: Any co-op shall retain the right to appeal the Maintenance Staff's assessment of a condition and the corresponding correction period if not specifically listed in the Maintenance Policy Manual, to the Facilities Management Committee.
  3. INSPECTION AND REPORTING: When the designated correction has elapsed, the Maintenance Staff shall re-inspect, or by other means ascertain whether the cited conditions have been corrected; these results shall be indicated in a report to the house.  If conditions exist that have not been corrected, copies of the report shall also be given to the house president and the Facilities Management Committee.
  4. CORRECTION PERIOD EXTENSIONS: Should a re-inspection reveal that the conditions cited in the report have not been corrected and a petition of extension has not been accepted, the house will be charged for the repairs. The Maintenance Staff must inform the house maintenance manager and the house president of the correction period and of the consequences of the house’s failure to complete the correction before the time period has elapsed.
  5. PETITION FOR EXTENSION OF CORRECTION PERIOD:         Extension of correction periods of 5 days (2 week period), 10 days (1 month period), or 21 days (4 month period) must be submitted by a representative of the house no later than 4 days prior to the end of the correction period. The Facilities Management Committee will review the petition for seriousness of the correction, if any work has been done or is in process, and the scope of the correction. The Facilities Management Committee will vote to decide to extend correction periods.
  6. APPEALS OF PETITION FOR EXTENSION OF CORRECTION         PERIOD: Appeals of decision regarding petition will be handled by the Coordinating Committee. It must be a written appeal that is submitted to the ICC President. The ICC President must notify the maintenance office once a petition is received. Unless the correction poses an immediate threat to the house of its property, an automatic extension until a Coordinating Committee decision (no longer than 7 days) will be granted.
  7. NON-COMPLIANCE: If the extension period for any condition requiring correction elapses without that condition being corrected, the Maintenance Staff shall have the power to contract out, or by any other reasonable means accomplish the corrections of problem conditions. Twice the cost of  labor (including the time of the Maintenance Staff) that could have been done by house labor may be directly assessed to the house as determined by the Facilities Management Committee.
  8. FINE FOR HINDRANCE: The house may not hinder the efforts of the Maintenance Staff to correct the cited conditions following the elapse of any correction extension period, under threat of a fine imposed by the Facilities Management Committee.
  9. The house may first appeal the assessed fine to the Coordinating  Committee within one week (7 days) of the original decision.  The appeal must be in written form and state specifically what it is appealing. If the Coordinating Committee denies the appeal, the house may then appeal directly to the Board of Directors at the next scheduled Board of Directors meeting of the denied appeal.
  1. EMERGENCY MAINTENANCE CONDITIONS:
  1. Any maintenance condition which affects the equipment, or structural integrity of a house in a manner which places the house or its members in immediate danger, which causes a room to become uninhabitable or which otherwise causes unacceptable discomfort, shall be considered an emergency maintenance condition warranting direct action.
  2. If such a condition occurs, the house maintenance manager, or other appropriate officer, must report the condition to the Maintenance Staff or the Vice President for Facilities Management or General Manager and follow their guidance. If Maintenance Staff, Vice President for Facilities Management, or General Manager are unavailable, the Maintenance Manager (or appropriate officer) should, after consultation with their House President, use their own discretion in solving the problem.
  3. In cases where a house fails to act on repairs or to report on the problem, any loss of ICC charges revenue and any additional repair expenses caused by neglect may become an expense to the house, as determined by the  Facilities Management Committee.
  1. KITCHEN MANAGEMENT

As stated in SR 9.4.2.2., all ICC houses are obligated to care for their kitchens according to various state and local codes. It is required that all houses routinely maintain a sanitary, safe kitchen environment through work supervised and delegated by a house Kitchen Manager (or other combined officer position) that has completed Kitchen Manager training(s). An EHS kitchen sanitation worksheet and EHS kitchen inspection form can be found on the ICC Maintenance webpage under Kitchen Management.

  1. Facilities Management Committee members will conduct mock kitchen inspections at least once per term for all ICC houses except non-boarding houses to prepare houses for EHS kitchen inspections. The mock kitchen inspector will use the EHS kitchen inspection form and submit feedback on the categories within the inspection that the house needs to address.
  2. The Facilities Management Committee may issue a warning to houses in serious violation of EHS Small Group Kitchen Standards (See SR 9.4.2.2) after a mock kitchen inspection or EHS kitchen inspection. Houses with upcoming EHS kitchen inspections may be cleaned by a cleaning crew and/or Maintenance Staff in order to prevent the house from failing the inspection.
  3. Houses may receive a fine from Facilities Management Committee for failing to properly maintain their kitchen to ICC standards (See SR 9.4.2 and 9.5)
  1. Maintenance Staff will keep track of labor and submit an hourly tracking log to the Facilities Management Committee. Houses may receive a fine from the Facilities Management Committee if the labor required to pass the EHS kitchen inspection exceeds 2 hours.
  2. Any cleaning crew hired by the Maintenance Staff or Facilities Management Committee will be charged back to the house.
  1. MEMBER ROOM FURNITURE

In order to ensure that members have the furniture guaranteed to them in the ICC Member Contract, the following shall be done on an annual basis:

  1. Upon signing the ICC Member Contract, members are guaranteed to have a furnished room which includes a bed, desk, dresser and a chair for the following year. Members must keep ICC rooms fully furnished at their fall/winter occupancy rates throughout the year, even if the room is a double or triple being used as a single during the spring/summer contract period.
  2. The house president, interim manager or maintenance manager of each house complete a furniture inventory checklist of all viable beds, desks, dressers and chairs designated for member rooms and submit it to the Director of Maintenance.
  3. Bedroom desks, dressers and chairs shall be acquired through the maintenance staff. If ISS furniture stocks are low, items may be purchased by the individuals authorized by the house. Members must turn the receipt in to the Director of Maintenance for reimbursement. Members must not spend any more than $100.00 per item. See Maintenance Policy for the preferred vendor for furniture.
  4. Beds, frames and mattresses are purchased through the maintenance office only. Any other purchases not through the office will not be covered by maintenance funds.
  5. Lost or misplaced house furniture is also considered to be a form of neglect under DAMN damages (see SR 9.10).
  1. ROOF POLICY

  1.  It is a safety hazard for members to be on house roofs.  In addition, wear and tear can lead to costly roof damage.  Therefore:
  1. No member is to be on any roof not approved by the city as a porch or deck space except for maintenance purposes.  
  2. In addition, other items that can cause damage such as furniture should not be placed on roofs.  Further, the ICC assumes no responsibility for personal injury resulting from being on a roof. Persons in official ICC positions including house officers and all ICC members are responsible for the implementation and enforcement of this policy.  
  3. The maintenance policy manual provides information outlining potential hazards and damages to roofs caused by members and furniture.
  4. All damage caused to roofs due to unauthorized use shall be considered damage caused by abuse, misuse, or neglect and will be reviewed by the Facilities Management Committee.
  5. If anyone is found to have gone on any roofs in violation of this policy, the house will be automatically fined $100 per offender per incident by the Facilities Management Committee or the maintenance staff. The house can pass the fine on to the member who violated the policy. If a member goes on the roof of a house they do not live in, that member can be fined directly. The house will be fined for nonmember guest on the roof, and this fine may be passed on to the member whose guest was on the roof. Members are notified of this policy at the first house meeting according to 12.1.2 E.
  1. UNINHABITABLE ROOMS

  1. DEFINITION AND DECISION: An uninhabitable room is one in which a maintenance problem is severe enough that a reasonable person would not live in that room or that is uninhabitable according to city code. The Maintenance Staff or city inspectors may decide that a room is uninhabitable. A room will also be considered uninhabitable if so determined by city inspectors. A member may appeal the decision of the Maintenance Staff to the Facilities Management Committee. If a member feels a room is substandard but not uninhabitable they may petition the Contract Release Committee.  
  2. RESULTS: Member(s) living in a room which is declared uninhabitable must move out         of that room. Until the room is declared habitable, no one may live in that room.
  1. If there is an available space(s) in the house, the member(s) will move to those space(s).  
  2. If there is not an available space(s) in the house, the member(s) has the right to live in another space in the ICC.  The member(s) can choose from any available space in the ICC and shall bypass any waitlists.  
  3. If there is no space(s) in the house and the member(s) do not wish to move to another house in the ICC, the member(s) will automatically be released from         their contract(s).  
  4. Member(s) of the house may “double up” or increase the capacity of another room in which case the house shall not be assessed ICC Charges for that member(s) until the original room is no longer uninhabitable or members are not “doubling up.” Unless the members of the “doubled” up room specify otherwise, ICC Charges will be split evenly among all the members of the room. However, “doubling up” may not violate any City of Ann Arbor codes.  
  1. HOUSE REFERRAL STATUS FOR MAINTENANCE

This is an interpretation of Bylaw 6.2 which states, “The government and administration of the several Co-ops shall be left to the members of the respective Co-ops insofar as their actions do not jeopardize the interests of the membership as a whole or the interests of other co-ops.”

House Referral Status establishes guidelines and criteria for when and how the Facilities Management Committee shall be empowered to interfere in the internal operations of a house.  In other words, these are guidelines and criteria under which the Facilities Management Committee believes must be taken in the interest of the ICC as a whole. Any member(s) can request that the Facilities Management Committee consider House Referral Status for a house.  The ICC Board of Directors and the Coordinating Committee may also make such a request.

  1. CONDITIONS WHEN HOUSE REFERRAL STATUS MAY BE ENACTED:

When considering placing a house on House Referral Status for Maintenance, a warning letter will be sent to the House President(s) and any other necessary officer or member informing them that the Facilities Management Committee is contemplating House Referral Status for their house.

  1. When the amount of needed repairs not covered in the budgeting plan for Major maintenance exceed 10% of the assessed value of the house; and/or
  2. When there is a consistent pattern of damage caused by abuse, misuse, or neglect of ICC property; and/or
  3. When there is a consistent failure to complete repairs within the prescribed correction periods (SR 9.4.4.2); and/or
  4. When there is a clear and present danger for members of the house and/or ICC or  member property caused by the failure to meet the 2 week correction periods (SR 9.4.4.2); and/or
  5. When there is a clear and present danger for members of the house and/or ICC or members property caused by damage caused by abuse, misuse, or neglect.
  1. CONDITIONS WHEN HOUSE REFERRAL STATUS WILL AUTOMATICALLY BE ENACTED:
  1. When the house fails the second inspection by the city of Ann Arbor; and/or
  2. When the house is warned by the city/state/county/federal official that all or part of the house will be shut down. The Facilities Management Committee must meet within 1 week of such enactment; and/or
  3. The house’s estimated repairs not covered in budgeting for Major Maintenance exceed 25% of assessed value until the next Facilities Management Committee meeting, where the Committee must make a decision. The Facilities Management Committee must meet within 1 week of such enactment.
  1. EFFECTS WHEN HOUSE REFERRAL STATUS IS ENACTED:
  1. If member(s) is/are found responsible for causing excessive damage to enact House Referral Status, Maintenance Staff and/or Facilities Management Committee can recommend to the Operations Management Committee to put member(s) on referral; this includes the types of property damages causing SR 9.9.1 and SR 9.9.2 C; and
  2. Maintenance Staff and/or Facilities Management Committee can bring projects without approval or consent of the house; and
  3. Maintenance Staff and/or Facilities Management Committee can bring in contractors to repair items at house’s expense in accordance with the policies set forth in the Maintenance Policy Manual; and/or
  4. Maintenance Staff and/or Facilities Management Committee can bring in contractors to complete repair items cited by the city inspectors at house’s expense; and
  5. Facilities Management Committee can assess fines to members in accordance with the Maintenance Policy Manual.
  6. All subsequent city inspections shall be charged to the house.
  1. CONDITIONS WHEN HOUSE REFERRAL STATUS IS NO LONGER NEEDED:
  1. The house is brought up to compliance with city code and:
  1. The Majority of the Facilities Management Committee feels that a long term solution to the problem within the house has been adequately established or
  2. Through a Board passed proposal
  1. CONDITIONS WHEN HOUSE REFERRAL STATUS IS AUTOMATICALLY REPEALED: If the house was automatically placed on House Referral Status (see SR 9.9.2) then House Referral status will be repealed when the house passes the appropriate inspection and is brought up to compliance with the city and health code.
  1. DAMAGE CAUSED BY ABUSE, MISUSE, OR NEGLECT (DAMN damage)

  1. Facilities Management Committee will investigate and assess fines in accordance with SR 9.4
  1. The voting procedure will be a simple Majority with the chair breaking a tie. Any directly involved member of Facilities Management Committee may not vote on the fine.
  2. The Facilities Management Committee can assess a fine of up to twice the amount of cost of repair, as detailed in the Maintenance Policy Manual.
  1. Visible damage does not need to occur in order for damage to be considered damage caused by abuse, misuse, or neglect and fined back to the house.
  1. The appeal for this fine is the same appeal as for any other intentional damage case and the fine must be levied with a consensus of Facilities Management Committee as opposed to a simple majority vote. The board may repeal/assess this fine should it be brought to the board in a proposal format.
  2. This rule cannot be applied in the case of accidental damage from an attempt to repair damage in the house.
  1. AIR CONDITIONER CHARGES:

Houses utilizing window air conditioning units will be charged per air conditioning unit per month based on the rate in 9.11.1; 9.11.2 et seq. shall only apply to the Spring/Summer contract periods.

  1. MONTHLY RATE: Facilities Management Committee shall set the monthly rate for air conditioning units for the upcoming fiscal year using the following formula: 0.55 (kW) x 240 (hr/month- based on 8 hr/day usage) x Total DTE Residential Electric Rate.
  1. Roommates may agree to split the monthly rate of the AC unit charges evenly. Facilities Management Committee must be informed of this agreement.
  2. If the AC unit is after the first day of a given month, the monthly rate will be prorated. As a reference, the prorated monthly rate = month rate x (number of days in the given month of which the AC unit was installed inclusive / total days of the given month). The date of installation must be reported correctly to receive the prorated charge.
  3. AC units installed in common spaces must be agreed upon by the house members prior to the installation. The cost will be determined by the monthly rate / number of house members. This cost will be split evenly among all house members.
  1. INCORRECTLY INSTALLED AIR CONDITIONERS: Air conditioning units that have been incorrectly installed will be charged at 3 times the rate in 9.11.1.
  2. Members can request assistance from their house maintenance managers or maintenance team when installing their air conditioning units.
  3. REPORTING:  Houses are responsible for reporting the number of air conditioning units that they will be utilizing every contract period within two weeks of the start of the contract period and whenever the number of units changes.
  1. House Presidents or Interim Managers shall inform members of air conditioning policy at the first house meeting of every contract period.
  2. Houses that under-report number of air conditioning units upon subsequent checks by the Facilities Management Committee may be fined up to $100 by the Facilities Management Committee.
  1. WORK HOLIDAY POLICY

  1. Each house must have three work holidays per year, one each in the fall semester, the winter semester, and the spring/summer semester.
  2. The house officer team (lead by the work manager and maintenance manager), along with input from house members, must plan out the work holiday at least one week prior to the event. Reference materials are available on the ICC website to help with the planning process. The officer team is responsible for gathering the necessary tools and supplies needed prior to the start of the work holiday.
  3. The work holiday must last a minimum of six hours not including a lunch break. The spring/summer work holiday may be divided into two half length work holidays.
  1. Due to very little common space, work holidays at King House are only required to last 3 hours.
  1. Essential work holiday tasks must be completed according to the maintenance policy, found on the ICC website and distributed to maintenance managers, kitchen managers, and work managers during New House Officer Training (NHOT) or makeup trainings.
  2. All members must attend the work holiday
  1. Members who have time conflicts must inform a work manager 48 hours before the start of the work holiday. The work manager will assign make up hours to be completed in a timely manner as the work manager determines.
  2. Members who fail to inform the work manager of their absence or fail to complete make up work in the time specified by the work manager will be fined by the house according to the house’s hourly fining policies. Though missed hours are fined, it is up to the work manager to determine if these missed hours count toward member referral status.
  1. If the house has a city inspection in the semester of the work holiday, the work and maintenance managers must seek input from the Director of Annual Maintenance during pre-planning and execution of the work holiday.
  2. Houses can be fined for the costs incurred by consistently neglecting essential work holiday tasks according to SR 9.9 DAMN damage policy. Houses that neglect work holiday can also be placed on house referral status according to SR 9.8.
  3. Work holidays should be a fun and cooperative house-bonding event. Breakfast, a picnic lunch, and/or a dinner afterward are highly encouraged.
  1. CLUTTER CONTROL POLICY

  1. Non-guff storage is allowed only in designated storage areas.
  1. Items must be labeled with member’s full name, contract terms, and contact information,
  2. All storage should be organized; must maintain a clear path into room; should avoid blocking access to others’ storage items.
  3. Any non-labeled or non-current members’ items may be removed at any time.
  4. Each member must be reasonable with the amount of stuff in storage. Houses may designate storage areas equally amongst rooms or members.
  1. No storage or furniture of any kind in hallways, stairways, or boiler rooms
  1. Items stored in these areas may be removed at any time (labeled items will be moved to storage areas).
  2. All items must be removed upon move-out.
  3. Remove all unwanted items rather than leaving them behind.
  4. Special arrangements can be made for members who are temporarily leaving. They must only leave a reasonable amount of stuff, it must be labeled properly (including expected time of retrieval), and it must be house approved.
  1. Actions to control clutter must be taken at each work holiday.
  1. All items in hallways and stairways must be removed.
  2. Any properly labeled items in non-storage areas must be moved to storage areas.
  3. All non-labeled items in storage areas must be removed
  4. All items from non-current, non-returning members must be removed (unless special arrangements have previously been made according to part B.4).
  5. Old guff pile must be removed (donated).
  1. ICC VEHICLE USE POLICY

  1. Vehicle use shall be administered by the Maintenance Staff.
  1. Personnel Policies
  1. GENERAL MANAGER (GM): The GM shall directly supervise the Administrative Staff Members and regularly report personnel concerns to the Coordinating Committee.  The GM shall train, supervise, and evaluate all administrative employees and the GM shall serve official notice to any permanent administrative employee that the GM decides to hire. 

  2. REVIEWS: In addition to the ongoing analysis of operations by staff, and the Coordinating Committee, the following reviews will be done.  (Note: See Coordinating Committee Policy for updated planning time frames.)

  1. STAFF ORGANIZATIONAL REVIEW:  An annual review shall be prepared by staff in late summer.  This review shall include:
  1. A review of activities and programs in relation to the goals of the organization
  2. A review of how staff activity relates to goals, programs and activities
  3. A statistical review of all systems, based on Key Performance indicators
  4. An examination of systems, including job descriptions, work environment, etc.
  1. REVIEW FOR NEWLY HIRED EMPLOYEES: For a newly hired administrative employee (except for the GM), the review procedure provides for a systematic observation by the GM of the employee’s adjustment to the job in consultation with the Coordinating Committee.  The review will delineate expectations and evaluate the employee’s ability to meet these expectations. It will also provide an opportunity for the employee and the General Manager to review and improve various aspects of the position. The review will take place within the probationary period. (12/00)
  1. GENERAL

  1. ADMINISTRATIVE STAFF CONTRACT: The ICC staff operates under a Administrative Staff Contract between the ICC and its employees dated March 21, 1973, and all subsequent approved amendments. (see attached other info section)
  2. STAFF SALARIES:
  1. The General Manager will submit an itemized budget for staff every year as part of the report on staffing outlined in SR 10.4.1.1 below.  The GM should justify any increases in this budget.  The Board of Directors may take issue with the overall size of the staff budget, the salary of the General Manager or the duties and necessity of any staff position, but it is not the Board’s role to determine individual staff salaries.  This is the prerogative of the GM. (49/92)
  2. The General Manager will have discretion over the distribution of bonus money, after consulting with the Finance Committee to see if funds can be spared.  The Coordination Committee will have discretion to spend money up to 2% of the GM's salary, out of contingency funds, for bonuses to the GM. Each year, the Coordinating Committee shall vote on a bonus amount to be awarded to the GM after the Board of Directors approves the GM Evaluation Report before the end of the fiscal year.
  1. SPONSORED TRIPS: Any ICC member or staff person whose attendance at a conference is sponsored in whole or in part by ICC funds must submit either a written or oral report to the Board of Directors, after attending. (13/00)
  1. DEPARTMENTS

Employees of the ICC shall be divided into three departments: Administrative, House Operations and Special Projects.

  1. ADMINISTRATIVE DEPARTMENT: The Administrative Department shall include the General Manager and other full-time and part-time staff hired for administration, maintenance and other corporate functions.    This department administers the daily business of the ICC, under policies established by the Board. (41/92)
  1. Once a year the GM shall submit to the Coordinating Committee a staffing plan of permanent full and part time staffing positions that they feel are necessary for the efficient administration of ICC affairs.  This plan will include a job description and salary range for each staff position.  Once the GM and Coordinating Committee have reached agreement on a staffing plan it will be given to the Finance Committee to review.  The Finance Committee will examine the plan with regard to its impact on the ICC budget, and give a recommendation to the Board of Directors as to its financial merit.   The BOD must approve the staffing plan, making any adjustments it feels necessary, at least one Board Meeting before a complete budget proposal is presented to the BOD.  Note: discussions on staffing as related to the goals and plans of the ICC should begin at the annual Fall Planning Retreat. (49/92)
  2. Administrative employees shall attend any ICC committee meetings that fall into their province of activity and as specified in their job description. (49/92)
  3. All permanent staff shall attend at least three Board Meetings per year: once in each of the fall and winter contract periods and once in either of the spring or summer periods. At these times staff shall give reports on their activities and take questions from the BOD. (This can take place within the context of committee reports). (49/92)
  4. All temporary staff, work-study employees and intern positions shall be created by the GM in consultation with the appropriate committee.  Permanent staff shall have input into the hiring of any temporary staff who will be working within their sphere of activity (i.e. working under them).  The BOD shall review these positions within the context of its annual budget approval duties (temporary staffing should also be considered at the annual Fall Planning Retreat, as an adjunct to permanent staffing. as noted in 10.4.1.1 above). (49/92)
  1. HOUSE OPERATIONS: Houses may hire staff at their discretion for work within the house provided that: (40/91)
  1. The house hiring the staff member shall be billed for all related costs, including but not restricted to salary, health insurance and other benefits, payroll taxes, etc.
  2. The contract may be negotiated by the house but shall be with the ICC and shall be reviewed by the GM for legality before signing by them for the corporation
  3. The staff hired for the House Operations Department shall not be covered by the provisions of the Administrative Staff Contract of the Administrative Department, and
  4. Staff shall be evaluated by the house; the house may fire the employee only with the concurrence of the General Manager, who shall review the action for legal ramifications.
  1. SPECIAL PROJECTS: The Board may authorize committees or the Administrative staff to hire people to carry out special projects and activities.  Such employees shall be supervised directly by the Board or by the staff member who hired them.  In the absence of any specific provisions to the contrary, these employees shall work under the supervision of the General Manager and their salaries shall be paid from the administrative department.
  2. ACCOUNTABILITY: A part time person employed by two or more departments concurrently, is independently accountable to each department.  Each department may hire, fire, and set wages independently.
  3. RESPONSIBILITY FOR OFFICER TRAINING: It is important that committee members and old house officers be involved in the semi-annual training for house officers.  However, successful officer training can be necessary for staff to achieve their objectives.  Therefore, committees responsible for house officer training should work closely with staff to insure adequate training.
  1. GENERAL MANAGER EVALUATION PROCEDURES (99/03)

  1. GENERAL:  An evaluation must be conducted respectfully, fairly and constructively.  It is used as a means to inform the GM of their perceived performance and to problem-solve system deficiencies.  It is also a formal avenue to give the GM information about job expectations performance, and to strengthen communication between the GM and members.  
  1. The purpose of the GM evaluation is twofold:
  1. To determine the progress being made by the ICC on its goals and objectives, and how that progress can be improved.  The value of the GM’s work can be seen by how well the ICC is succeeding as an organization.
  2. To evaluate the performance of the GM in order to give feedback that will assist them in doing the best possible job for the ICC.
  1. Many factors must be taken into account to conduct a useful evaluation:
  1. Long and short term organizational goals;
  2. Internal and external factors affecting GM’s ability to do their job;
  3. The GM’s skills, knowledge, commitment, strengths, and areas needing improvement;
  4. The GM’s success in fulfilling their job description;
  5. The work of the staff as a whole; and
  6. The board, committees’ and members’ part in the ICC’s success.
  1. FORMAL EVALUATION PROCEDURES
  1. The ICC President with the Coordinating Committee is responsible for the evaluation process.  Prior to beginning the evaluation process, the President shall arrange for training for the Coordinating Committee in conducting evaluations, so they will have the skills necessary to conduct a good evaluation.
  2. The formal evaluation process of the GM shall take place annually during winter term.  The ICC President shall announce the start of the information gathering process at a Board of Directors meeting.
  3. Evaluations of the GM shall be solicited from the following persons:
  1. General Manager
  2. Members of Staff
  3. Coordinating Committee members
  4. All voting members of Board of Directors
  5. Interested members at large.
  6. Interested community members  relevantly connected to the ICC.
  1. Evaluation forms shall be prepared by the Coordinating Committee with input from the GM.  If conflicts arise, a knowledgeable person outside the ICC shall be consulted.
  1. Coco shall be responsible for an educational presentation to the Board prior to the distribution of the GM evaluation form.
  1. Once completed evaluation forms have been collected, CoCo shall review the GM evaluation reports from the past three years to provide additional context to be considered in preparing the written evaluation report.
  2. Completed evaluation forms shall be used by CoCo as information to prepare a written evaluation report, which will summarize the results of the evaluation and include any recommendations for change. Additionally, the report should include specific, measurable goals for the GM to work towards accomplishing during the upcoming year. The goal of the report is to commend positive performance and create motivation for improvements. (Specific ratings or statements from evaluation forms should be included only if they further this goal.)
  3. The completed evaluation report shall be given to the GM during an evaluation meeting with the ICC President and one or more other Coordinating Committee members.  The purpose of the meeting is both to convey information and to strengthen the working relationship between the GM and ICC members and governing bodies.
  4. The GM shall have one week to respond to the evaluation report.  CoCo may choose to amend the report based on the GM’s feedback.
  5. CoCo will submit its evaluation report to the Board of Directors at the meeting following its completion.  The Board may accept the report by an 85% vote of voting board members.  If the Board does not accept the report, it will return to the Coordinating Committee for revision prior to returning for Board acceptance, and outside assistance from someone with experience in personnel matters should be considered.
  6. All supporting documents pertaining to the evaluation shall be treated as confidential and available only to the GM, members of the Coordinating Committee and to the Board of Directors upon request.
  1. FORMAL EVALUATION FOLLOW-UP PROCEDURES
  1. After the formal evaluation described in SR 10.5.2, above is completed, the GM and Coordinating Committee shall discuss the evaluation process and recommend changes or improvements for the next CoCo.  CoCo may also make changes in the GM’s job description at this time.  
  2. To facilitate continuous improvement and good working relationships, the ICC President and GM will meet regularly (at least monthly) to discuss progress toward ICC goals and areas needing attention and/or improvement.
  3. To ensure that the GM is held accountable for acting on the goals outlined in the evaluation report, and to ensure that the GM’s efforts to achieve these goals are recognized by the membership, the GM will give a presentation to the Board at the first Board meeting in November describing progress made towards accomplishing the goals listed in the most recent GM evaluation report and plans for addressing the remaining goals during the remainder of the fiscal year. The Board shall be provided with the GM Evaluation Report from the previous year at least 48 hours before the presentation. After the GM presentation, the Board shall discuss the GM’s progress and offer feedback.
  1. The Coordinating Committee shall incorporate the Board’s feedback in drafting a proposal to bring to the following Board meeting for approval on whether the GM has made acceptable progress on the goals. The Coordinating Committee policies outline the assessment procedures.
  1. HIRING (Administrative Department) (27/99)

  1. HIRING THE GENERAL MANAGER: When the ICC receives notice that the General Manager intends to resign, or when the position becomes available, the Coordination Committee will call a meeting and ask all concerned staff and Board members to discuss chances to be made in the job description and to suggest criteria to be used in selecting a new employee. Following this meeting, a hiring committee will be set up by Board. This committee should have representation of the staff, the Coordinating Committee and Board members. The committee will be responsible for setting up a timeline for hiring and advertising the position in appropriate places. The committee will screen the resumes and select (if possible) at least five candidates for interview. The hiring committee will also determine a process for interviewing the candidates It is recommended that the top two or three candidates be interviewed by both the staff and the Board, separately. The input of the staff and the Board should then be presented to the hiring committee and will be factored into the hiring committee's recommendation to the Board as to who should be hired. The hiring committee may present more than one candidate. The final decision will be solely the responsibility and prerogative of the Board of Directors.  
  2. HIRING OTHER EMPLOYEES: When the General Manager receives notice that an employee intends to resign, or when the position becomes available, the General Manager will call a meeting with the appropriate staff and at least three Board members and/or other concerned members to discuss changes to be made in the job description and to suggest criteria to be used in selecting a new employee. From this group, a hiring committee will be formed.  The General Manager will be responsible for setting up a timeline for hiring and for advertising the position in appropriate places. The hiring committee will screen the resumes and select (if possible) at least five candidates to interview. The hiring committee will meet before the interviewing process begins, in order to consense or set priorities in hiring, desired qualifications, and format for the interviews. The committee will interview the candidates and the hiring committee will make a recommendation to the General Manager as to who should be hired. The final decision will be solely the responsibility and prerogative of the General Manager.
  1. TERMINATION

  1. ADMINISTRATIVE STAFF: The GM supervises the administrative staff.  Poor job performance shall be reported to GM by any concerned individual.  The GM shall report poor performance to the Coordinating Committee as specified in SR 10.1. The GM will work with the employee to make improvements.  If the employee does not make satisfactory improvement after a reasonable interval, the GM will consult with the Coordinating Committee and terminate employment giving proper notice. (See the Administrative Employee Contract).
  2. GENERAL MANAGER: The Coordinating Committee shall monitor the work of the GM as specified in SR 10.1, receiving complaints and suggestions for improvement.  Unsatisfactory performance over time shall result in a recommendation from the Coordinating Committee to the Board for termination of the GM. Termination of the General Manager requires a vote by the Board of Directors as specified in the ICC General Manager Employment Contract.
  1. MEMBER ASSISTANCE CONTRIBUTION (9/8/86)(31/01-02)

  1. STATUS AS EMPLOYEES: Members assigned to member assistance are not employees of the ICC but rather they are members fulfilling their house work commitment through service at the ICC level.
  2. MEMBER ASSISTANCE APPOINTMENTS: Administrative staff shall administer office labor, but ultimate control rests with the Coordinating Committee, who may change any aspect of the program.  All positions must be openly advertised and any member may apply.
  3. MEMBER ASSISTANCE ASSESSMENT (Rule approved 8/11/85) (Amended 50/90) (see also 17/90) (57/96) (36/03): The ICC houses shall be assessed assistance credit time for ICC work at the rate of 1 hour per week for every 3 rooming members in the house during the Fall/Winter term, and 1 hour per week for every 4 rooming members in the house during the Spring/Summer term, rounding to the nearest hour.  The total house assistance hours requirement for the term will be calculated by multiplying houses’ weekly house commitment by the number of weeks between week 3 of the term through the week before the contract term ends. In keeping with the spirit of proposal 17-90 which established the Committee Tithe, the General Manager should make every reasonable effort to ensure that the appointment of house labor to the various decision making positions be done in a manner so that as many houses as possible are represented in these positions.
  4. MEMBER ASSISTANCE FOR COMMITTEE MEMBERS: Coordinating Committee members shall count for 4 hours/week of office labor towards their house.  Other committee members may count for up to 4 hours/week of office labor towards their house, as determined by the Coordinating Committee.  This shall not apply to house Board representatives.
  5. REPORTING ON HOUSE LABOR (19/01-02)(01/2009-2010): Office labor will be administered by the following procedure:
  1. All communication regarding office labor will be sent to the following house officers:
  1. President(s)
  2. Work Manager
  3. Treasurer
  4. Interim Managers
  1. Two weeks before the contract period begins, and the first week of the contract period, a list will be sent to staff, the Board, house president and work managers including:
  1. Hours required from each house; and
  2. Positions open for office labor with descriptions of positions available
  1.         Hours required from each house are based on the number of signed contracts, and may change through a semester as members come or leave:
  1. The office may send out a new schedule from time to time
  2. A house may contact the office about a change in required hours.
  1. Houses will let the office know (email or phone) who is assigned to office labor.
  2. Members assigned to office labor will contact the office (email, phone or stop by) to arrange their job and hours before the third week of the contract term.
  3. Member assistants will begin work no later than the third week of the semester.  Fines will be assigned for missed work beginning that week.
  1. Fines are per SR 10.8.6.
  2. Fines will be added to house charges by the Director of Financial Services, and will be figured into assessments/rebates at closing time.
  3. Fines will be administered on an individual basis, unless the house chooses to share the fines across the house, starting the second month of the semester. The fine assessments to members have to be submitted within two weeks of the end of the calendar month in which the member missed work. The amount of fines assessed to a member cannot exceed the value of their shared held by the ICC.
  4. If a fine cannot be recovered from a member at the end of the contract period, the fine is assessed to the house and will be figured into assessments/rebates at closing time.
  1. Member Assistance is under the purview of the General Manager. Assistants are responsible for reporting their hours to the GM. This will be done in whatever manner is most appropriate, decided by the GM, and no later than the final Friday of the month. Hours that are not reported will be considered not worked.
  2. Staff will report monthly to house officers about how many hours were worked and/or missed by their assistants.
  3. Missed hours may be made up by arrangement with the person supervising the work or the General Manager. Fines will be reduced when made-up hours are reported.
  1. FINES: ICC members receiving housework credit for either member assistance or committee meetings, not including house presidents, may be fined [$X] per hour for failure to complete assigned work or attend committee meetings (See S.R. 8.9, Standard Fines).  Houses may be fined this same amount for any hours which are due to the ICC but are not assigned.  The General Manager shall be responsible for levying any such fines and the fines may be appealed to the Coordinating Committee. Houses may only appeal to the Board after losing at the Coordinating Committee level.  Staff shall hire supplementary assistance as necessary to replace house labor hours not performed, and fines shall be levied as liquidated damages and put in an office labor fund. (18/01-02)
  1. PERSONNEL PROTECTIONS

  1. Whistleblower Protection: The ICC abides by the Whistleblower’s Protection Act of the State of Michigan, Act 469 of 1980
  1. Grievance Procedures
  1. GENERAL: This policy is designed to guide the ICC in handling interpersonal problems fairly and respectfully. It will not necessarily lead to the resolution of interpersonal problems.  ICC members and staff are encouraged to try to work problems out on a personal level, perhaps with the help of a mediator, before resorting to formal grievance procedures.  ICC members and staff are advised that they have legal rights separate from this policy.  Staff and members should consult a counselor, personal lawyer, university or government provided legal services to discuss their circumstances.

  2. STAFF AGAINST A MEMBER

  1. Appropriate circumstances for a staff grievance against an individual member shall be defined as:
  1. A staff member feels they have suffered personal abuse, verbal, emotional or physical from an ICC Member.
  2. A staff member feels that an ICC Member conducts their self in a manner that disrupts the staff's working environment
  3. This is not a procedure for complaints about the competence of a Member’s work or their behavior in the co-operative.
  1. The staff person with a grievance shall write a written complaint and detailed explanation of the offensive event or events and submit a copy to the Coordinating Committee Chair. The submitter may request anonymity in the written statement, in which case the Chair will prepare a copy of the complaint which does not contain the submitter's name.  The Coordinating Committee Chair will send a copy of the complaint to the accused Member along with a copy of the grievance procedures for staff against member and for member against staff.  The accused member will be informed of the meeting date at which the grievance will be considered and will have the opportunity to give information and defend themselves at that meeting, in person or in writing.
  2. In the event that the Coordinating Committee feels a staff complaint is valid they shall:
  1. FIRST VALID GRIEVANCE: admonishment and warning to the member at fault. (exclusion from the office or an open hearing before the Board may be considered if the offence is very serious.)
  2. SECOND VALID GRIEVANCE: member shall be excluded from the office or other workspace and, if the offender is an officer, a request will be made by the coordinating committee to the offender’s house that they be replaced.
  1. In the event that there is a third grievance filed against a particular member, the Board of Directors shall hold an open hearing for expulsion, on the grounds of uncooperative behavior.  If the grievance is determined valid, the member will be expelled. (See Bylaw 1.3)
  1. MEMBER AGAINST STAFF OTHER THAN THE GENERAL MANAGER: The General Manager is responsible for the fair and equitable resolution of member problems with the staff. Complaints about the behavior of staff should be brought to the General Manager, who may set policy to deal with them.  The General Manager will notify the complainer of action taken and include a copy of the grievance procedures for Member against General Manager.  If members are dissatisfied with the response of the General Manager to a complaint, they may elect to file a grievance against the General Manager as per SR 11.4.

  2. MEMBER AGAINST THE GENERAL MANAGER

  1. Appropriate circumstances for a member grievance against the General Manager are defined as:
  1. A member feels they have suffered personal abuse, emotional, verbal or physical, from the General Manager.
  2. A member feels that the General Manager conducts their self in a manner that disrupts the member’s living or working environment.
  3. A member feels that the General Manager has not responded appropriately to a grievance against a staff member
  1. Problems with ICC personnel policies, other policies, or with staff performance should be directed to the Board of Directors, via a Board committee, as a proposal to change policy or staffing.
  2. The member should submit a written grievance to the Coordinating Committee Chair. The submitter may request anonymity in the written statement, in which case the Chair will prepare a copy of the complaint which does not contain the submitter's name. The member should include a detailed description of the offensive event or events and (if the accused is not the General Manager) a description of any discussion with the General Manager about the complaint. The Coordinating Committee chair shall give a copy of the grievance to the General Manager.
  3. The Coordinating Committee shall hold a meeting(s) to discuss the grievance.  At least four days notice should be given to the General Manager and the member who filed the complaint so that they may attend and give information about the problem in person.  The two parties need not attend the same meeting.  If the grievance is determined valid, the Coordinating Committee may:
  1. FIRST VALID GRIEVANCE:
  1. request action from the General Manager against the offending staff or
  2. give warning to the General Manager.
  3. call a meeting of the Board of Directors to consider termination of the General Manager if the complaint is very serious.
  1. SECOND VALID GRIEVANCE:
  1. give warning to the General Manager or
  2. call a meeting of the Board of Directors to consider termination.
  1. If a third grievance is filed, then the Coordinating Committee shall call a meeting of the Board of Director to consider termination.
  1. STAFF AGAINST OTHER STAFF

  1. The General Manager is responsible for the fair and equitable resolution of problems among the staff. Complaints about the behavior of staff should be brought to the General Manager, who may set policy to deal with them. The General Manager will notify the complainer of action taken and include a copy of the grievance procedures for Staff against General Manager. If staff members are dissatisfied with the response of the General Manager to a complaint, they may elect to file a grievance against the General Manager as per section 11.6 below.
  1. STAFF AGAINST GENERAL MANAGER

  1. Appropriate circumstances for a grievance against the General Manager shall be defined as follows:
  1. Staff person feels they have suffered personal, emotional, verbal or physical abuse.
  2. Staff person feels that a behavior(s) of the General Manager disrupt their working environment.
  3. Staff person wishes to appeal an evaluation or the termination of their employment.
  4. Staff person is dissatisfied with the General Manager's response to their complaint about the behavior of other staff.

Problems with ICC policies are not grievances and should be brought to the Board of Directors, via a Board Committee, as a proposal to change those policies.  Complaints about the General Manager's performance in areas not directly related items (c) and (d) above do not constitute a grievance. Comments about their performance are solicited as part of the evaluation process for the General Manager.

  1. Grievances against the General Manager should be submitted, in writing, to the Coordinating Committee Chair. The grievance should contain detailed information about the offensive events and any attempts to resolve the conflict.  The submitter may request anonymity in the written statement, in which case the Chair will prepare a copy of the complaint which does not contain the submitter's name. A copy of the grievance will be given to the General Manager.
  2. The Coordinating Committee shall hold a meeting to discuss the grievance.  Both the General Manager and the staff person who filed the grievance should be given four days notice of the meeting date so that they may attend, and give information about the problem in person. If the Coordinating Committee finds a grievance about the General Manager’s behavior to be valid, the committee may:
  1. FIRST VALID GRIEVANCE:
  1. Request action from the General Manager against the offending staff or
  2. Give warning to the General Manager.
  3. Call a meeting of the Board of Directors to consider termination of the General Manager if the complaint is very serious.
  1. SECOND VALID GRIEVANCE:
  1. Give warning to the General Manager or
  2. Call a meeting of the Board of Directors to consider termination.
  1. If a third grievance is filed, the Coordinating Committee shall call a meeting of the Board to discuss termination of the General Manager.

ICC Official Standing Rules

Section Two: Central Operations