View source for III.A.3.1.c. Unit-Level Manager Specific Job Duties

::The following are the duties and responsibilities each specific unit-level position is expected to perform in order to work effectively with the central-level and other unit-level managers to provide the best possible services to members.  These minimum guidelines are specific to each unit-level position and are in addition to the Expectations of All Unit-Level Managers outlined above.  The percentages indicated are included as estimates for the amount of time each component of the job should take (e.g. budgeting should take approximately 15% of the overall time a Kitchen Manager will need to put in to complete all of the duties assigned to Kitchen Managers) and are included for unit-level managers’ information only in order to assist with planning and time management while learning their duties.

<noinclude>
====i. Position Description for Finance Managers====
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<includeonly>
::i. '''Position Description for Finance Managers'''
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:::A. '''Budgeting & Accounting (100%)'''
::::• Meet with outgoing Finance Manager to exchange information, checkbook/register, financial records, and to receive unit-specific job training.
::::• Attend a finance orientation with the Accounts Payable Specialist at the beginning of each term.
::::• Add and update signers on the unit checking account at the beginning of each term.
::::• Maintain records of the house decentralized and checking accounts and all expenses.
::::• Balance the house budget and provide members with budget status updates at each council meeting.
::::• Pay all bills owed by the house.
::::• Collect fines, if necessary.
::::• Reconcile unit checking account and statement monthly with the Accounts Payable Specialist.
::::• Pick up reimbursement checks from Accounting Department.
::::• Deposit all checks or arrange for their deposit.

<noinclude>
====ii. Position Description for House Managers====
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::ii. '''Position Description for House Managers'''
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:::A. '''Unit-Level Operations (50%)'''
::::1. '''Preparation for the Start of the Term & Move-Ins'''
:::::• Meet with outgoing House Manager to exchange information and receive unit-specific job training.
:::::• Send a welcome email to all members new to your co-op three weeks prior to move-in day to provide contact information and important details about your unit, move-ins, etc.
:::::• Be present at the co-op the Sunday before move-in day.
:::::• Meet with the manager team, clean, and prepare the co-op for move-ins.
:::::• Set team goals and meeting schedule for the semester.
:::::• Ensure vacant rooms are clean and stocked with all guaranteed furniture (i.e. bed frame, mattress, desk, chair, dresser, and closet/armoire).
:::::• Order furniture from CFS if necessary.
:::::• Inventory and ensure that there are sufficient house and room keys to distribute during move-ins.
:::::• Promptly respond to emails and calls from members to coordinate move-ins.
:::::• Move members into their temporary rooms.
:::::• Conduct room bids and ensure that all members are informed of room bid policy and procedure prior to bidding.
:::::• Advertise and sell parking to your members. Inform the Accounts Payable Specialist of parking assignment and charges.
::::2. '''Member Relations and Support'''
:::::• Plan and coordinate a fun and informational new member orientation and community building event during week 1 (in conjunction with the unit management team).
:::::• Promptly respond to emails and calls from members regarding questions and members’ needs throughout the term.
:::::• Share the weekly Member Resources Newsletter and other organizational information with members.
:::::• Check in with members individually a minimum of twice each semester to answer questions, get feedback, or offer support.
:::::• Uphold community agreements, house by laws, and BSC policies.
:::::• Work to promote awareness and accessibility for members with disabilities.
::::3. '''Move-Outs and End-of-Semester Duties'''
:::::• Coordinate move-outs ensuring that members leave their rooms and co-op furniture clean and in good condition.
:::::• Turn in check-out slips for any members who leave the house owing money, within 10 days of departure and/or at the end of each semester.
:::::• Meet with the incoming House Manager to exchange email account, records, and relevant information.
:::B. '''Central-Level & External Relations (20%)'''
::::• Report no shows to the Housing Supervisor by the Monday after move-in day if you have not heard from a member on your house list.
::::• Provide a list of permanent room assignments to Member Resources Coordinator(MRC) after room bids each term.
::::• With the Maintenance Manager, ensure completion and submission of Room Condition Reports by week 4 of each term.
::::• Notify central-level liaison within 24 hours of any incidents of medical, police or other emergency interventions and/or any injury, safety, or security-related incident.
::::• Report complaints of discrimination, harassment, and sexual assault to MRC or ED within 24 hours.
::::• Notify central-level liaison if you will be away from the co-op for more than 2 days.
::::• Maintain positive external relations with outside entities, such as neighbors, police, and fire department.
:::C. '''Budget (15%)'''
::::• Attend a finance orientation with the Accounts Payable Specialist at the beginning of each term.
::::• Add and update signers on the checking account at the beginning of each term.
::::• Maintain records of the house decentralized and checking accounts and all expenses.
::::• Balance the house budget and provide members with budget status updates at each council meeting.
::::• Retrieve Purchase Order (PO) card from Central Office and promptly turn in all receipts.
::::• Pay all bills owed by the house.
::::• Collect fines, if necessary.
::::• Reconcile unit checking account and statement monthly with the Accounts Payable Specialist.
::::• Pick up reimbursement checks from Accounting Department.
::::• Deposit all checks or arrange for their deposit.
:::D. '''Habitability and Emergency Response (15%)'''
::::• Complete all specific habitability duties as delineated in the Unit-Level Manager Habitability Responsibilities Policy.
::::• Monitor the condition of common space and bedroom furniture.  Manage storage, purchase, and disposal of all furniture to ensure compliance with fire safety, disabled access, and habitability.
::::• Complete all specific duties related to emergency response and preparedness as determined by the unit-level manager team.
::::• Complete a unit-level emergency plan using the BSC template each term with assistance from the House President.
::::• Collaborate with the House President to sponsor, promote, and participate in an Emergency Response Workshop guiding the members through the House Emergency Plan.
::::• Collect emergency medical and contact information from each member and put a copy with your E-Kit by week 6.
::::• Attend a CERT Training class with the Berkeley Fire Department each semester.
::::• Maintain a list of unit-level managers that have been CERT trained and ensure that the unit has the required number of trained individuals (3 for small/medium units, 5 for large units).
::::• Conduct an inventory of the unit's emergency kit and water barrels each Spring semester and replace any missing or damaged items.

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====iii. Position Description for House President====
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::iii. '''Position Description for House President'''
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:::A. '''Unit-Level Operations (70%)'''
::::1. '''Preparation for the Start of the Term & Move-Ins'''
:::::• Meet with outgoing House President to exchange information and receive unit-specific job training.
:::::• Be present at the co-op the Sunday before move-in day.
:::::• Meet with the unit-level manager team, clean, and prepare the co-op for move-ins.
:::::• Set team goals and meeting schedule for the semester.
::::2. '''Member Relations & Support'''
:::::• Post a new hard copy of the by-laws and email a copy to every member pointing out important rules and expectations each term.
:::::• Assist members and managers with conflict resolution.
:::::• Inform members about BSC news, events, and opportunities.
:::::• Inform members how unit-level managers and central-level staff can assist them with various needs.
:::::• Check in regularly with members and address their needs and concerns.
::::3. '''Community Development & Facilitation'''
:::::• Provide leadership with the House Manager to plan, coordinate, and participate in a house orientation and welcome event by the end of week 1.
:::::• Facilitate a community agreements meeting with all unit members to discuss member needs, expectations, and guidelines at the beginning of each term.
:::::• Set a unit council schedule and actively encourage attendance by all members.
:::::• Set and publicize council agenda at least 24 hours ahead of time.
:::::• Facilitate all council meetings.
:::::• Sponsor, coordinate, promote, and participate in individual unit-level workshops focused on the following topics:
::::::i. Anti-Discrimination
::::::ii. Consent
::::::iii. Disability Access and Awareness
::::::iv. Harm Reduction
:::::• Coordinate additional meetings and/or workshops to address community issues and needs.
::::4. '''Supervision of Other Unit-Level Managers'''
:::::• Organize and facilitate regular unit-level manager meetings either weekly or every two weeks.
:::::• Prepare, promote, and complete unit-level VOC’s before week 7 and again before week 15 (week 10 during Summer session).
::::5. '''Unit Recordkeeping'''
:::::• Ensure minutes are taken and regularly posted/distributed to all members.
:::::• Maintain historical records of unit council meeting minutes.
:::::• Maintain unit by-laws and update them every time the unit approves of alterations.
::::6. '''Elections'''
:::::• Actively solicit candidates for unit-level manager positions, publicize job responsibilities, compensation, and training dates.
:::::• Organize a unit-level manager Q & A session to encourage and inform manager candidates.
:::::• Recruit candidates for each position.
:::::• Set up, publicize, and promote elections.
:::B. '''Central-Level & External Relations (15%)'''
::::• Keep unit-level manager information updated on the “Who’s Who” Google site.
::::• Email a copy of the current unit-level by-laws to the MRC by week 2 of each term and send an updated copy any time they are modified.
::::• Submit unit election results and new unit-level manager information to the Bookkeeping Supervisor and enter the information on the Who’s Who site no later than one week before the end of each contract period.
::::• Submit VOC results to Accounting Department by the end of week 15 in Fall and Spring (by week 10 in Summer).
::::• Notify central-level liaison within 24 hours of any incidents of medical, police or other emergency interventions and/or any injury, safety, or security-related incident.
::::• Report complaints of discrimination, harassment, and sexual assault to MRC or ED within 24 hours.
::::• Maintain positive external relations with outside entities, such as neighbors, police, and fire department.
:::C. '''Budget (5%)'''
::::• Attend a finance orientation with the Accounts Payable Specialist at the beginning of each term.
::::• Add and update signers on the checking account each term at the beginning of each term.
::::• Work with all unit-level managers to ensure that they are regularly monitoring finances and keeping expenditures within budget.
::::• Ensure that all unit-level managers report on budget status at each council meeting so that members are well-informed regarding unit-level finances.
:::D. '''Habitability and Emergency Response (10%)'''
::::• Ensure that the unit-level management team reviews the responsibilities of each manager with regard to habitability and agrees upon duties for each individual position every term.
::::• Complete all specific habitability duties as delineated in the Unit-Level Manager Habitability Responsibilities Policy.
::::• Ensure that the unit management team reviews the responsibilities of each unit-level manager with regard to emergency response and agrees upon duties for each individual position every term.
::::• Complete all assigned duties related to emergency response and preparedness as determined by your unit-level manager team.
::::• Assist the House Manager in completing a unit-level emergency plan using the BSC template each term.
::::• Collaborate with the House Manager to sponsor, promote, and participate in an Emergency Response Workshop guiding the members through the House Emergency Plan.
::::• Attend a CERT Training class with the Berkeley Fire Department each semester.
::::• Maintain a list of unit-level managers that have been CERT trained and ensure that the unit has the required number of trained individuals (3 for small/medium units, 5 for large units).

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====iv. Position Description for Unit-Level Kitchen Managers====
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::iv. '''Position Description for Unit-Level Kitchen Managers'''
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:::The following minimum guidelines are specific to Unit-Level Kitchen Managers and are meant as an addition to the Expectations of All Unit-Level Managers as outlined above.

:::A. '''Unit-level Operations (60%)'''
::::1. '''Order Food, Supplies and Equipment'''
:::::• Meet with outgoing Kitchen Manager to exchange information and receive unit-specific job training.
:::::• Utilize the Progress database to place all orders by the order deadline.
:::::• Inventory items prior to placing orders on a weekly basis.
:::::• Notify Central Food and Supplies (CFS) if order adjustments are needed after the order deadline has passed.
:::::• Facilitate a unit-wide discussion about food preferences, dietary restrictions, food allergies/intolerances, and political position regarding food sourcing.
:::::• Adhere to unit preferences with regards to ordering.
:::::• Develop and maintain a system for receiving and responding to order requests made by members.
::::2. '''Receive and Store Deliveries'''
:::::• Collaborate with the Workshift Manager to ensure members are scheduled to receive and store products within 1 hour of delivery.
:::::• Collaborate with the Workshift Manager to train members on proper receiving and storage requirements, as well as identifying and communicating mis-deliveries.
:::::• Notify CFS of mis-deliveries no later than 24 hours after the delivery has been made.
::::3. '''Food Safety'''
:::::• Continually monitor refrigerator and freezer temperatures to ensure they are at appropriate temperatures; notify Central Maintenance (CM) within 4 hours if the temperature is too warm.
:::::• Collaborate with the Workshift Manager to schedule kitchen cleanings, including Intensive Kitchen Cleans (IKC).
:::::• Collaborate with the Workshift Manager to train kitchen cleaners, dish/pot washers, cooks, and the Intensive Kitchen Clean crew.
:::::• Continually monitor dish sanitizer chemical concentration to ensure it is within the acceptable range; notify CFS within 4 hours if it is out of calibration.
:::::• Train cooks on proper food handling and safety procedures, per ServSafe guidelines.
:::B. '''Central-level Relations (15%)'''
:::::• Earn ServSafe Manager Certification by end of week 3.
:::::• Retrieve Remote Desktop and Progress login information from CFS before the first order is due.
:::::• Notify CFS within 24 hours should technical difficulties arise.
:::::• Retrieve Purchase Order (PO) card from Central Office and promptly turn in all receipts.
:::::• Attend an exit interview or develop an exit document regarding experiences as a Kitchen Manager in order to improve institutional memory.
:::C. '''Budget (15%)'''
:::::• Develop a spending budget by category and share it with central-level liaison by the beginning of week 4.
:::::• Maintain accurate budget tracking and present budget status updates to the unit at each council meeting.
:::::• Communicate with CFS regarding costing, pricing, or other budget related concerns.
:::::• Ensure purchases are as close to on budget as possible.
:::D. '''Habitability and Emergency Response (10%)'''
:::::• Complete all specific habitability duties as delineated in the Unit-Level Manager Habitability Responsibilities Policy.
:::::• Complete all specific duties related to Emergency Response and Preparedness as determined by the unit-level manager team.

<noinclude>
====v. Position Description for Unit-Level Maintenance Managers====
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<includeonly>
::v. '''Position Description for Unit-Level Maintenance Managers'''
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:::The following minimum guidelines are specific to Unit-Level Maintenance Managers and are meant as an addition to the Expectations of All Unit-Level Managers as outlined above.

:::A. '''Unit-Level Operations (40%)'''
::::• Meet with outgoing Maintenance Manager to exchange information and receive unit-specific job training.
::::• Meet with the manager team to plan, clean, and prepare the unit and bedrooms prior to move-in day.
::::• Conduct an inventory of tools and supplies at your unit prior to the start of the term and once again at the end of the term. Turn the completed inventory form into Central Maintenance (CM) no later than move-in day and move-out day.
::::• Work with the House Manager to complete and submit Room Condition Reports for each bedroom by week 4 of each term.
::::• Actively participate in, and solicit member feedback for, the BAPS (Board Approved Projects) and HAPS (House Approved Projects) process.
::::• Maintain written records of all maintenance work completed at the unit.
::::• Promptly assess and follow-up on all maintenance concerns and work to resolve all issues quickly and appropriately.
::::• Perform unit-level maintenance and upkeep duties and listed in the Maintenance Manager manual.
::::• Collaborate with other unit-level managers to maintain and improve accessibility for members with disabilities.
:::B. '''Central-Level Relations (30%)'''
::::• Collaborate with central-level liaison to conduct an initial walkthrough of the unit to gain familiarity of the property, systems, and emergency shutoffs, no later than the end of the second week of each term.
::::• Meet with central-level liaison on a weekly basis (either by phone, email or in person) to discuss unit maintenance needs.
::::• Report unit-level maintenance concerns to central-level liaison within 24 hours.
::::• Retrieve Purchase Order (PO) card from Central Office and turn in all receipts weekly.
::::• Complete Preventative Maintenance forms and return them to Central Maintenance no later than the last day of each month.
::::• Develop and review a document outlining on-going maintenance issues and unit-specific information with the incoming Maintenance Manager and submit the document to CM prior to move-out day.
:::C. '''Habitability and Emergency Response (25%)'''
::::• Conduct regular fire safety inspections of the unit.
::::• Complete all specific habitability duties as delineated in the Unit-Level Manager Habitability Responsibilities Policy.
::::• Complete all specific duties related to emergency response and preparedness as determined by the unit-level manager team.
::::• Attend a CERT Training class with the Berkeley Fire Department each semester.
:::D. '''Unit Improvement Project Coordination (5%)'''
::::• Facilitate the unit’s request and use of HAPS. Full details are outlined in the [[V.B._HAPs_Procedure | House Approved Project Procedure]].

<noinclude>
====vi. Position Description for Social Managers====
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::vi. '''Position Description for Social Managers'''
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:::A. '''Unit-Level Operations (60%)'''
::::1. '''Preparation for the Start of the Term & Move-Ins'''
:::::• Meet with outgoing Social Manager to exchange information and receive unit-specific job training.
:::::• Develop a thorough understanding of the BSC Party Policy, advise council, and ensure that all planned events are in compliance with its guidelines.
:::::• Research a variety of potential events/parties and draft a social survey with options/preferences to distribute to member at the beginning of each term.
::::2. '''Foster & Promote Community & Inclusivity'''
:::::• Assist the unit-level management team to plan and carry out a fun and informative new member orientation/welcome event during week 1.
:::::• Distribute the social survey to members to solicit event ideas and gauge interests/preferences for events.
:::::• Seek council approval in advance of each individual social event.
:::::• Provide leadership to ensure that all event themes are appropriate (with regard to safety, identity of others, etc.).
:::::• Send regular notifications and reminders to members sharing information about events and encouraging participation.
::::3. '''Event Preparations/Execution'''
:::::• Submit event notification forms to the Member Resources Coordinator (MRC) at least 10 business days in advance of all events with more than 30 non-residents in attendance (32 for STB, 62 for CZ, 70 for CLO).
:::::• Make payment of $87.50 to BFD at 2100 MLK Jr. Way after turning in forms to the MRC.
:::::• Schedule meeting with BFD Fire Inspector for event permit inspection.
:::::• Notify neighbors of all events 5 days in advance.
:::::• Post Event Permit in visible location at entrance prior to and during the event.
:::::• End all events by 1am.
:::::• Have any flyers/advertisements approved by the MRC before posting.
:::::• Send email to house.managers@bsc.coop , house.presidents@bsc.coop, and social.managers@bsc.coop  to seek permission to flyer at their house at least 48 hours in advance of flyering.
:::::• Cooperate respectfully with all police, fire, and emergency responders.
:::::• Coordinate and ensure clean up within 12 hours after any event.
:::::• Review and evaluate each event at the subsequent council meeting.
::::4. '''Safety & Security'''
:::::• Create a plan for security shifts for each event.
:::::• Schedule and carry out a party security meeting with the Social Manager Coordinator, 2 designated Sober Managers, Social Managers, and other members of the security team at least 48 hours before any event.
:::::• Turn in security meeting forms to the MRC at least 24 hours before any event.
:::::• Post Security Manager contact information on all main entrances and main bathrooms during out-of-house events.
:::::• Ensure that Security Managers are easily identifiable to guests at an event.
:::B. '''Central-Level & External Relations (15%)'''
::::• Regularly communicate with the MRC and SMC regarding event planning, coordination, policy compliance, and security/safety planning.
::::• Attend mid-term Social Manager Meetings as requested by the MRC and/or SMC.
::::• Promptly respond to communication from central-level staff, including the SMC.
::::• Notify central-level liaison within 24 hours of any incidents of medical, police or other emergency interventions and/or any injury, safety, or security-related incident.
::::• Report complaints of discrimination, harassment, and sexual assault to the MRC or ED within 24 hours.
::::• Maintain positive external relations with outside entities, such as neighbors, police, and fire department.
:::C. '''Budget (10%)'''
::::• Develop a social budget for eligible social event expenditures with the unit-level management team and council each term.
::::• Regularly track and balance the social budget and provide members with budget status updates at each council meeting.
:::D. '''Habitability and Emergency Response (10%)'''
::::• Complete all specific habitability duties as delineated in the Unit-Level Manager Habitability Responsibilities Policy.
::::• Ensure there are specific plans for how to ensure habitability during and directly after events.
::::• Complete all specific duties related to Emergency Response and Preparedness as determined by the unit-level manager team; ensure there are specific plans for how to respond to emergencies during and after events.

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====vii. Position Description for Waste Reduction Managers ====
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<includeonly>
::vii. '''Position Description for Waste Reduction Managers'''
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:::The following minimum guidelines are specific to Unit-Level Waste Reduction Managers and are meant as an addition to the Expectations of All Unit-Level Managers as outlined above.

:::A. '''Unit-level Operations (75%)'''
::::1. '''Manage City of Berkeley refuse and recycling'''
:::::• Meet with outgoing Waste Reduction Manager to exchange information and receive unit-specific job training.
:::::• Ensure that all recycling and trash is organized, sorted and gets out to the curb on schedule.
:::::• Monitor refuse volume continually to determine if any adjustments need to be made and coordinate with CFS to adjust pick-up schedules.
:::::• Contact Central-Level Liaison within 12 hours of a missed pick-up.
:::::• Notify Central-Level Liaison if an extra pick-up is needed.
:::::• Monitor and ensure proper sorting in each bin.
::::2. '''Manage Special Recycling'''
:::::• Ensure your special recycling center is clearly labeled and sorted neatly.
:::::• Conduct a Waste Reduction Orientation at your unit within the first two weeks of the term. Educate members on the importance of recycling and ensure members are aware of the BSC’s recycling program.
:::::• Prepare special recycling for pick-up by the designated days.
:::::• Contact Waste Reduction Coordinator (WRC) if extra pick-ups are needed.
:::::• Contact Central-Level Liaison with questions on an item’s recycle-ability.
:::::• Collaborate with the Kitchen Manager to monitor grease bucket(s) and contact WRC if an additional pick-up is needed.
:::B. '''Central-level Relations (15%)'''
::::• Attend all trainings and meetings as assigned by the central-level liaison in accordance with the Unit-Level Manager Training Policy.
::::• Respond to central-level liaison communications within 24 hours.
::::• Participate in and complete projects as assigned by the Waste Reduction Coordinator.
::::• Attend an exit interview or develop an exit document regarding experiences as a Kitchen Manager in order to improve institutional memory.
:::C. '''Habitability and Emergency Response (10%)'''
::::• Coordinate with WRC, if needed, to schedule pick-ups of free pile items that can be recycled or reused at the unit.
::::• Complete all specific habitability duties as delineated in the Unit-Level Manager Habitability Responsibilities Policy.
::::• Complete all specific duties related to Emergency Response and Preparedness as determined by the unit-level manager team.

<noinclude>
====viii. Position Description for Unit-Level Workshift Managers====
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<includeonly>
::viii. '''Position Description for Unit-Level Workshift Managers'''
</includeonly>
:::The following minimum guidelines are specific to Unit-Level Workshift Managers and are meant as an addition to the Expectations of All Unit-Level Managers as outlined above.

:::A. '''Unit-Level Operations (45%)'''
::::1. '''Workshift'''
:::::• Meet with outgoing Workshift Manger to exchange information and receive unit-specific job training.
:::::• Meet with the manager team to plan, clean, and prepare the unit and bedrooms prior to move-in day.
:::::• Send a welcome email to returning and new members informing them about temporary workshift and submitting availability and workshift preferences.
:::::• Update the unit workshift policy, in line with unit bylaws, no later than the beginning of the second week of each term.
:::::• Assign workshifts in accordance with member preference and availability (as much as possible) while also making it a priority to fill critical shifts before others.
:::::• Post permanent workshift assignments prior to Monday of the third week of each contract period.
:::::• Make changes as needed to workshift structure in order to ensure that the most critical tasks are being completed regularly.
:::::• Work with the House, Kitchen, and Maintenance Managers to rectify house accessibility and cleanliness issues by assigning shifts as needed and supporting workshifters to ensure that they are done properly.
:::::• Ensure that CFS workshift assignments are filled and inform CFS workshifters of the CFS Workshift Policy.
::::2. '''Member Education '''
:::::• Inform all members of the workshift accommodations available to members with disabilities and prioritize these members’ needs when assigning shifts.
:::::• Participate in unit-level new member orientation to educate on BSC and respective unit-level workshift policies and the repercussions for failing to fulfill workshift obligations as well as for failing habitability inspections.
:::::• Inform members of what they should do if they injure themselves while performing their workshift duties.
:::B. '''Central-Level Relations (15%)'''
::::• Maintain an open line of communication with Central-Level Liaison and promptly respond to emails, phone calls, etc.
::::• Send a copy of approved, updated unit-level workshift policy to Central-Level Liaison no later than the beginning of the second week of each term.
::::• Notify CFS when workshifters cannot make a scheduled shift (48 hours in advance to avoid fines).
::::• Report all workshift-related injuries to Central Office within 24 hours.
:::C. '''Habitability and Emergency Response (25%)'''
::::• Collaborate with Kitchen Manager to train members on workshift duties and kitchen sanitation.
::::• Complete all specific habitability duties as delineated in the Unit-Level Manager Habitability Responsibilities Policy.
::::• Work to develop paid workshift opportunities for members to work off fines and/or to improve the overall condition of the unit.
::::• Complete all specific duties related to Emergency Response and Preparedness as determined by the unit-level manager team.
:::D. '''Policy Enforcement (15%)'''
::::• Address workshift related issues that arise, e.g. falsified sign offs, incomplete fulfillment of shifts, regularly blown shifts, excessive down hours, house cleanliness issues, etc.
::::• Follow procedures outlined in the [[III.A._Unit_Operations#III.A.7_CENTRAL-LEVEL_WORKSHIFT_POLICY | Central-Level Workshift Policy]].
::::• Regularly check if any unit members have conditional contracts and monitor hours.
::::• Regularly monitor all members’ down hours, proactively address down hour issues with individual members, and if needed, report them to Central-Level Liaison when they are down 15 or more hours (10 hours for boarders).
::::• Turn in workshift fines to House Manager for submission to Central Office with check out slips.
::::• Update up/down hours and/or confirm on-line shift sign-offs on the workshift website/or unit-level database on a weekly basis.

<noinclude>
====ix. Position Description for Theme Manager====
</noinclude>
<includeonly>
::ix. '''Position Description for Theme Manager'''
</includeonly>
:::A. '''Unit-Level Operations (50%)'''
::::1. '''Community and Theme Development '''
:::::• Uphold the theme of the unit by following the guidelines listed from the theme house charter
:::::• Facilitate a community agreements meeting in regards to the theme with all unit members to discuss member needs, expectations, and guidelines at the beginning of each term
:::::• Facilitate formal or informal discussions related to the theme and its development with members and managers
:::::• Survey the present membership on their desires and needs in relation to the theme to inform theme development in the present term
::::2. '''Theme Programming Preparation and Execution'''
:::::• Coordinate programming as required by the theme house charter
:::::• Work with the Social Manager on event coordination and execution
:::::• Coordinate the allocation of community hours in the unit
::::3. '''Member Relations and Support'''
:::::•Facilitate the BSC Anti-Oppression Framework by spearheading initiatives to challenge oppression from an intersectional approach in the house
:::::• Work with the unit-level management team to actively practice intersectional allyship and advocacy, and member empowerment in the unit.
:::::• Coordinate workshops on collective liberation and intersectional allyship
:::::• Collaborate with Anti-Oppression Education Coordinator position to ensure education and information on anti-oppression education.
:::::• Check in regularly with members and address their needs and concerns in regards to theme programming
:::::• Assist members and managers with conflict resolution and restorative justice
:::::• Create programming aimed to recruit both new and continuing members at the unit.
:::::• Work with the House President on educational workshop coordination
:::::• Collaborate with House Manager, House President, and the Restorative Justice Practitioners on community issues and member conflicts.
:::B. '''Central-Level & External Relations (30%)'''
::::• Strengthen partnerships and communication with both campus and community organizations related to the theme of the unit.
::::• Collaborate with the Recruitment Team and help coordinate events that aim to recruit new members into the theme house for incoming semesters.
::::• Work with the Cooperative Experience Manager to gather member feedback in regards to theme programming
::::• Notify central-level liaison within 24 hours of any incidents of medical, police or other emergency interventions and/or any injury, safety, or security-related incident.
::::• Report complaints of discrimination, harassment, and sexual assault to CExM or ED within 24 hours.
::::• Maintain positive external relations with outside entities, such as neighbors, police, and fire department.
:::C. '''Budget (10%)'''
::::• Balance the programming budget and provide members with budget status updates at least monthly.
::::• Develop a spending programming budget and share it with central-level liaison by the beginning of week 2.
::::• Coordinate proper documentation with the Central Office for workshop presenters to ensure they are paid for their services.
::::• Keep track of the budget with the knowledge that only $200 can be transferred from term to term.
:::D. '''Habitability and Emergency Response (10%)'''
::::• Work with unit-level Habitability Manager to ensure member safety and Habitability Standards Policy.
::::• Complete all required training and assigned duties related to emergency response and preparedness as determined by your unit-level manager team.
:::E. '''Summer Theme Manager Duties'''
::::• Due to the unique nature of the Summer operations and membership, the following responsibilities are not required and/or are modified during the Summer term:
::::• Summer Theme Houses have limited Theme Programming Budgets. As such, Summer Theme Managers should solicit feedback from members and plan programming/events focused on community-building.
::::• The tracking of community hours is not required during the Summer term.

<noinclude>
====x. Position Description for Health Workers====
</noinclude>
<includeonly>
::x. '''Position Description for Health Workers'''
</includeonly>
:::A. '''Unit-Level Operations (60%)'''
::::1. '''Preparations for Start of Term'''
:::::• Meet with outgoing Health Worker to exchange information and receive unit-specific job training.
:::::• Survey house members on health needs, including event and health supply requests.
:::::• Attend BSC training and CPR/First aid certification training.
::::2. '''Promote Health and Wellness'''
:::::• Research and write monthly health sheets to be posted around the unit.
:::::• Plan one monthly outreach event to facilitate a greater understanding of community health needs and promotion of health resources.
:::::• Provide culturally sensitive peer support, resource referral, and basic first-aid to BSC members.
:::B. '''Central-Level Relations (30%)'''
::::• Actively foster relationships with the Member Resources department and support the Health Education Coordinator in identifying and mobilizing resources to address BSC member needs.
::::• Attend biweekly meetings with the Health Education Coordinator and Health Worker Coordinator.
::::• Receive first-aid and safer sex supplies from the Health Worker Coordinator and distribute to their unit.
:::C. '''Habitability and Emergency Response (10%)'''
::::• Complete all specific habitability duties as determined by the unit-level manager team.
::::• Complete all specific duties related to Emergency Response and Preparedness as determined by the unit-level manager team.

<noinclude>
====xi. Position Description for Winter Break Managers ====
</noinclude>
<includeonly>
::x. '''Position Description for Winter Break Managers'''
</includeonly>
:::All units must have at least one Winter Break Manager. Units with 50 or more members must have at least two Winter Break Managers. All Winter Break Managers must be present for the entire Winter Break.

:::Term of this position is the last day of the Fall term through the first day of the Spring term.

:::Winter Break Managers shall be responsible for completing the following duties and are exempt from the duties expected for all unit-level managers outlined in III.A.3.1.

:::A. Unit-Level Operations (60%)
::::•Attend any required Winter Break Manager training.
::::•Meet with outgoing House Manager, Waste Reduction Manager and Workshift Manager to exchange information and receive unit specific job training.
::::•Collect a list of individuals’ names and contact information who plan to stay in the unit during the break.
::::•Post Winter Break Manager’s contact information on all main entrances and bathrooms.
::::•Within 24 hours respond to emails and calls from members and central office regarding questions and members’ needs throughout the break.
::::•Within 24 hours respond to emails and calls from members to coordinate late fall move-outs, transfers between BSC units, and early spring move-ins.
::::•Assist members with lockouts.
::::•Uphold community agreements, house bylaws, and BSC policies including workshift policies.
::::•Set up house rules for mail and packages received during the break.
::::•Assign workshifts in accordance with policy and member availability (as much as possible) while also making it a priority to fill critical shifts before others.
::::•Post workshift assignments.
::::•Make regular changes as needed to workshift structure in order to ensure that the most critical tasks are being completed regularly.
::::•Work to develop paid workshift opportunities for members to maintain and/or improve the overall condition of the unit.
::::•Monitor all members’ down hours, proactively address down hour issues with individual members and submit fines at the end of the break.
::::•Meet with the Spring manager team to plan, clean and prepare the unit and bedrooms prior to Spring move-in day.
:::B. Central-Level Relations (10%)
::::•Expected to be present at the unit every day during the break period. Limited absences may be pre-approved by the central-level liaison.
::::•Notify central-level liaison within 24 hours of any incidents of medical, police or other emergency intervention and/or any injury, safety, or security related incident.
::::•Report complaints of discrimination, harassment, and sexual assault to CXM or ED within 24 hours.
::::•Maintain positive external relations with outside entities, such as neighbors, police, and fire department.
:::C. Habitability, Security & Emergency Response (30%)
::::•Promptly report unit-level maintenance concerns to CM.
::::•Regularly monitor refrigerator and freezer temperatures to ensure they are at appropriate temperatures; notify CM within 4 hours if the temperature is too warm.
::::•Regularly monitor dish sanitizer chemical concentration to ensure it is within the acceptable range; notify CFS within 4 hours if it is out of calibration.
::::•Ensure that all recycling, trash and compost is organized, sorted and gets out to the curb on schedule.
::::•Coordinate with CM to coordinate dump runs and/or CFS to coordinate special recycling pick-ups, as needed.
::::•Conduct daily security, habitability & fire safety walks of the unit. (Use winter break safety & maintenance checklist.)
::::•Report pest control issues to Operations Supervisor and help coordinate treatment plan, if needed.
'' Approved by Board 3/21/19''

<noinclude>
====xii. Position Description for Unit-Level Habitability Coordinators.====
</noinclude>
<includeonly>
::xi. '''Position Description for Unit-Level Habitability Coordinators.'''
</includeonly>
:::A. Unit-Level Operations
::::•Meet with the outgoing Habitability Coordinator to exchange information and receive unit-specific training.
::::•Meet with the management team to plan, clean, and prepare common areas prior to move-in day.
::::•Schedule and conduct unit-level habitability training for all members. Create and deliver a mandatory unit-specific habitability training workshop.
::::•Conduct regular habitability self-inspections. Check house for habitability issues and areas of improvement on a regular basis.
::::•Promptly report major habitability concerns to the unit-level manager team.
::::•Following a failed inspection, develop a list of habitability tasks that members can complete to fulfill their Habitability Correction Hours. Ensure that habitability issues listed on reports are added to the list and are prioritized.
::::•Refer members seeking accommodations to the Workshift Manager or Housing Supervisor for assistance.
::::•Document completion of habitability correction workshift hours assessed after failed inspections.
::::•Work with WRM to divert reusable and recyclable items slated for dump run.
::::•Schedule dump runs as needed coordinate unit members to assist with loading.
::::•Create signage and other habitability education resources to support ongoing habitability in the unit.
::::•Assist with the design and reorganization of common areas to improve habitability, in conjunction with other unit-level managers.
:::B. Central-Level Relations
::::•Develop a list of Habitability Improvement projects for the semester no later than the end of the second week of each term. This list should include a breakdown of hours so that members can easily sign up for work.
::::•Meet with the Central-Level Habitability Coordinator once a month to discuss unit habitability issues and create project plans to resolve them.
::::•Develop and review a Habitability Issues document outlining on-going habitability issues and unit-specific information with the incoming Habitability Coordinator and submit the document to the Central Habitability Coordinator prior to move-out day.
::::•Submit fines for those who did not complete habitability correction hours by the deadline to Central-Level Habitability Coordinator. The deadline will be set by the Operations Supervisor and will be contingent on the severity of the inspection issues.
::::•Work with Maintenance Liaison and Operations Supervisor to identify potential HAPs and BAPs.

''Approved by Board 3/19/20''