Reducing Staff Workload Through Effective Member Participation
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Transcript of Reducing Staff Workload Through Effective Member Participation
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Reducing Staff Workload Reducing Staff Workload Through Effective Member Through Effective Member
ParticipationParticipation
A Workshop Prepared for
Staff & Managers ConferenceFebruary 2009
Neily Jennings & Mingwei Huang, NASCO Education
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BSC - Berkeley1283 members21 full-time staff6 part-time staff20 paid member-only positions
College Houses - Austin
531 members5 full-time staff1 part-time staff
ICC – Austin188 members4 full-time staff0 part-time staff
Guelph Campus Co-op
400 members13 full-time staff4-8 part-time staff
MCC - Madison200 members3 full-time staff1 part-time staff
MSU-SHC East Lansing196 members2 full-time staff1 part-time staff
OSCA - Oberlin175 housing members455 dining members1 full-time staff2 part-time staff UKSHA
Lawrence, KS48 members1 full-time staff
ICC – Ann Arbor550 members8 full-time staff2-4 part-time staff
SCA - Eugene72 members0 full-time staff1 part-time staff
Pacifico - Davis112 members1 full-time staff0 part-time staff
SBSHC – Santa Barbara
75 members1 full-time staff`1 part-time staff
UCHA – Los Angeles415 members5 full-time staff6 part-time staff
Co-ops At A Glance
WCRI - Waterloo900 members9 full-time staff3 part-time staff
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Administrative Education & Training Member support Marketing & Representation Maintenance Financial planning & management
Types of Co-op Tasks
- Typical Tasks Performed by Officers- Potential Tasks to Assign to Officers- Tasks That Should not be assigned to members
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• Stipends• Rent reductions• House labor credit
Officer compensation
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Three Basic Models:
1. Required Office Labor2. Office Helpers and Interns3. Paid Member-only Positions
System Tasks Training Tracking Compensation Strengths/
Weaknesses
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Case studies: ICC-Ann Arbor Michigan State University-SHC Santa Barbara-SHC Madison Community Cooperative
MODEL 1: Required Office Labor
Systems run smoothly and account for turnover Accountability & tracking varies Tasks tend to be administrative; don’t always draw upon member skills
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Case studies: ICC-Austin SCA-Eugene Madison Community Cooperative
MODEL 2: Office Helpers & Interns
Fewer, Longer-term positions More competitive Trained by staff Lower turnover
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Case study: Berkeley Student
Cooperative
MODEL 3: Paid Member-Only Positions
Competitive Positions Variety of tasks utilize specialized skills & knowledge Supports member development & employment Less turnover
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Member Training Member Accountability Engaging and Empowering Member
Projects/Member-Driven Projects Addressing Confidentiality Improving Office Efficiency (outside of member
participation)
Sharing “Best Practices”