STANDING RULES

Section 4: Committees

Please click here to see the Committee Meeting Minute Archives

4.1. Meeting Procedures for Standing Committees: Standing Committees will use formal meeting procedures established by that committee. No rules established by the committee may contravene the following rules:

A committee meeting is not in order unless a minutes-taker has been designated and accurate minutes are being recorded. The minutes-taker must file all minutes with the central office.
If a committee has not met for 6 weeks since the previous meeting of the committee and more than 4 weeks have passed since the start of an ICC semester, any 5 voting members of the committee may call for a committee meeting through an e-mail to the committee mailing list and the open ICC list. The e-mail must give 5 days notice prior to the meeting. If the committee chair does not attend the meeting, a temporary chair for that meeting will be elected from amongst the voting members.

4.2. Finance Committee (FiCom)

1. Voting members include assigned Board Members, house elected representatives or the house's Treasurer by default, and the Finance Coordinator, who serves as the chair.
2. Specific Responsibilities:
1. 2.1. Serve as a conduit for members with concerns regarding financial policies.
2. 2.2. Evaluate and recommend financial policies delegated by the Board.
3. 2.3. Provide the Board with several viable budget drafts each spring.
4. 2.4. Perform scheduled policy reviews as prescribed elsewhere in the Standing Rules, including reviewing the Cash Reserves Policy every five years.

4.3. Facilities Committee (FacCom)

1. Voting members include assigned Board Members, house elected representatives or the House Maintenance Officer by defaultand the Facilities Coordinator, who serves as chair.
1. 1.1. Set maintenance and facilities goals and create five year or other long- term plan to achieve those goals.
2. 1.2. Develop financial priorities and set budget for those maintenance goals.
3. 1.3. Draft ICC policy and procedure relating to maintenance goals.
4. 1.4. Allocate Maintenance Discretionary Funds to houses per policy.
5. 1.5. Ensure house basic safety requirements by creating safety and security worksheet to be maintained by house Maintenance Officers and submitted to Facilities Coordinator or Facilities Administrator by second month of every signing period.
6. 1.6. Define house and ICC maintenance responsibilities.
7. 1.7. Recommend houses for Spruce Up and Capital Improvement projects.
8. 1.8. Organize at least one maintenance educational workshop each semester.

4.4. Management Committee (ManCom)

1. Voting Members include assigned Board Members, house elected representatives or the House Trustee by default, and the Board Coordinator, who serves as chair.
2. Specific Responsibilities:
1. 2.1. Serve as a conduit for members with concerns regarding management and ICC policies in general.
2. 2.2. Review all ICC policies and recommend changes to the board when necessary.
3. 2.3. Evaluate ECC and Board goals, their implementation, and progress.
4. 2.4. Formulate management budget during the budget season, which should include staff and office expenses.
5. 2.5. Recommend hiring and firing of staff and/or consultants to the Board of Directors.
6. 2.6. Monitor and conduct ICC wide elections.

4.5. Membership Committee (MemCom)

1. Voting members include assigned Board members, house elected representatives or the House Membership Officer by default, and the Membership Coordinator, who serves as chair.
2. Specific Duties:
1. 2.1. Serves as a conduit for members with concerns regarding membership policies.
2. 2.2. Evaluate and recommend membership policy changes to the Board.
3. 2.3. Communicates with Member Resources Administrator on a regular basis to recommend projects, policies, or procedures.
4. 2.4. Manage ICC website.
  1. 1. The committee may delegate such responsibility to another committee or individual and may revoke it at any time.
  2. 2. The Member Resources Administrator will use the web panel to create ftp users and passwords for anyone authorized to access the web site.
3. In the event that the Membership Committee is unable to manage the web site then the Member Resources Administrator is authorized to make needed updates. The MRA must notify the Board in writing that this has happened.
4. The General Administrator has the authority to make the changes to the web site and can delegate this authority.
5. Administer the annual ICC T-Shirt Contest
1. 5.1. Select a design winner from member entries in conjunction with staff and/or a qualified group of members, and award between $100 and $200 as determined and advertised in advance by the committee, to the designer of the winning t-shirt.
2. 5.2. The window of entry should be between 2-4 weeks, upon selection, the design must be submitted to the Board of Directors who will determine whether or not to fund the printing of the t-shirts, in which case the shirts will be offered at a token amount of $2-$5 to members.
3. 5.3. If they choose not to, the designer will be awarded from the advertising budget and the printing of the t-shirt will be financed solely from t-shirt sales revenue. Expenses will be covered from the advertising budget.
6. Investigate, review, and vote on Membership Reinstatement, according to Membership Reinstatement Policy.

4.6. Education Committee (EdCom)

1. Voting members include assigned Board Members, house elected representatives or the House Education Officer by default, and the Education Coordinator, who serves as chair.

2. Specific Duties:

2.1. Serves as a conduit for members with concerns regarding education policies.
2.2. Evaluate and Recommend education policy changes to the Board.
2.3. Promote greater understanding and knowledge of ICC policy, governance, history, and structure.
2.4. Promote greater connectivity between the ICC community and the wider Austin community by publicizing educational opportunities and events around the city.
2.5. Work with Membership Committee and the Member Resources Administrator to develop education materials such as Owner's Manual, ICC Book of Answers, Packets for New Member Orientation, and website educational materials.
2.6. Help generate ideas for ICC educational programs and social events and coordinate their execution.
2.7. Help plan the next year's Education related budget, including a scholarship budget, and submit a proposal for approval by the board during budget season.
2.8. Facilitate the exchange of information and ideas between houses regarding educational opportunities and events.
2.9. Schedule, promote, and carry out an annual Education Scholarship and Art Scholarship.

4.7. Future Asset Development Committee (FADcom)

1. Voting Policy
1. 1.1 The voting members will include all current ICC members and community trustees that choose to attend as well as appointed board members and the FAD coordinator, who will serve as the chair. Three voting members will constitute quorum.
2. 1.2 Commentary and discussion may be contributed to/by any person(s) that would like to attend a meeting, but only current ICC members and Community Trustees are allowed to vote at a Future Asset Development Committee meeting.
3. 1.3 All votes will be determined by a majority of those present and voting. There will be no proxy voting. Due to the strong potential for meeting attendance fluctuations, abstentions will be immaterial.
Specific Duties
1. 2.1 Serve as a forum for discussion regarding expansion or redevelopment opportunities.
2. 2.2 Draft ICC policy and procedure relating to future asset development and related goals.
3. 2.3 Keep ICC informed of the state of potential development opportunities
4. 2.4 Maintain and update the Property Acquisition Criteria quarterly
  1. 4. 1. The Property Acquisition Criteria are the minimum requirements a property must meet in order to be considered viable for acquisition.
5. 2.5 Work with Staff and the Finance Committee to develop the Financial Abilities Report to be presented at the Fall General Membership Meeting each year.
  1. 2.5.a. The Financial Abilities Report:
    1. 1. Lays out the current state of the housing market, including examples of a variety of recent neighborhood projects and their costs.
    2. 2. Determines ICC’s current market potential in terms of buying power and renovation capability
    3. 3. Identifies viable scenarios for development and compares these scenarios in terms of cost and benefit.
    4. 4. Informs of all foreseeable risks associated with financial scenarios.
  2. 2.5.b The Financial Abilities Report must be submitted to the Board of Directors for discussion and approval before being presented at the Fall General Membership Meeting.
6. 2.6. Work with Staff and the Facilities Committee to create the State of Our Houses Report to be presented at the Fall General Membership Meeting.
  1. 2. 6. a. The State of Our Houses Report:
    1. 1. Addresses the renovations and remodeling projects that ICC has taken over the past 5 years
    2. 2. Shows past year’s membership opinions regarding renovation or remodeling
    3. 3. Details current status of renewable assets such as large appliances, roofs, plumbing, and foundations.
  2. 2. 6. b. The State of Our Houses Report must be submitted to the Board of Directors for discussion and approval before being presented at the Fall General Membership Meeting.
7. 2.7. Develop the Future Asset Development Survey to assess general membership reaction to the previously referenced reports.
  a. The Future Asset Development Survey must gauge the reaction of the
  membership to the information presented in the Financial Abilities Report and
  the State of Our Houses Report. Its intention is to help the committee determine the most appropriate approach to long term planning.
8. 2.8 Develop a Long Term Plan derived from the general membership reaction and previous long term plans to be presented as a proposal at the Spring General Membership Meeting.
  1. 2.8.a The Long Term Plan:
    1. 1. Provides a summary of the current market status and membership reactions.
    2. 2. Details plans for the next five years of asset development.
    3. 3. The Long Term Plan must be accompanied by a corresponding Five Year Budget.
    4. 4. Identifies objections, including risks, of the Long Term Plan
  2. 2.8.b The Long Term Plan must be submitted to the Board of Directors for discussion and approval before being presented at the Spring General Membership Meeting.
    1. 1. A member must be chosen to present an opposing argument at the Spring General Membership Meeting.