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MCC 2011-2012 BUDGET
w/3% increase in maintenance from 10/11

Actual Estimated PROJECTED Aggregate

BUDGET Expenses BUDGET Actual for BUDGET for Difference

$/per $/per
member/per member/per
FY2009-2010 FY2009-2010 FY2010-2011 FY2010-11 FY2011-12 month month
REVENUES
Owned House Income 631,560 629,116 648,370 648,370 668,257 $278.44 $15.29
Interest Income 2,000 1,365 2,000 1,200 1,200 $0.50 -$0.33
Co-op Loan Repayments (interest) 2,360 2,486 2,400 2,400 1,900 $0.79 -$0.19
Late Fees 3,000 2,785 3,500 3,500 3,500 $1.46 $0.21
Misc. Income 200 -91 200 2,700 200 $0.08 $0.00
TOTAL REVENUES 639,120 635,661 656,470 658,170 675,057 $281.27 $14.97

EXPENSES
1. *Staff Salaries 125,618 127,374 125,294 125,294 137,628 $57.35 $5.00
2. *Employer Taxes 9,968 9,718 9,755 9,755 11,105 $4.63 $0.47
3. *Accounting Fees 3,000 3,000 3,700 3,700 4,100 $1.71 $0.46
4. Advertising (Membership committee) 300 410 150 150 480 $0.20 $0.08
5. Attorney Fees 7,000 10,712 11,000 15,000 12,000 $5.00 $2.08
6. Board Travel (accessibility) 0 0 50 50 100 $0.04 $0.04
7. Child Care 0 0 50 50 100 $0.04 $0.04
8. Child Subsidy 15,740 8,156 12,092 11,478 14,192 $5.91 -$0.65
9. Computer 500 500 6,000 6,768 600 $0.25 $0.04
10. Education (Membership Committee) 600 350 1,000 1,000 1,500 $0.63 $0.38
11. *Health Benefits 21,789 22,095 22,020 18,947 25,344 $10.56 $1.48
12. *HOR Expense 3,288 2,407 2,480 2,888 2,512 $1.05 -$0.32
13. *Insurance 51,168 48,846 52,682 46,800 50,574 $21.07 -$0.25
14. *Interest Expense 65,935 61,874 45,000 40,584 36,276 $15.12 -$12.36
15. *Jim Jones Fund Donation 1,000 1,000 1,000 1,000 1,000 $0.42 $0.00
16. Literature 100 0 100 150 100 $0.04 $0.00
17. *Mileage & Parking 700 650 700 700 700 $0.29 $0.00
18. Misc. Administrative 250 164 250 250 250 $0.10 $0.00
19. Misc. Expense & Contingency Fund 1,500 1,508 1,500 1,200 1,500 $0.63 $0.00
20. *Mortgage Principal 21,174 22,463 29,863 29,858 32,051 $13.35 $4.53
21. NASCO Scholarships 1,500 1,142 1,500 2,000 2,000 $0.83 $0.21
22. NASCO Intern 0 -428 1,075 1,100 1,200 $0.50 $0.50
23. NDS 0 0 1,200 1,200 1,200 $0.50 $0.50
24. Newsletter 280 454 280 280 480 $0.20 $0.08
25. *Office Supplies 2,500 2,678 3,000 2,400 2,400 $1.00 -$0.04
26. *Officer Stipends 14,700 14,875 14,700 14,700 18,900 $7.88 $1.75
27. *Photocopier 3,000 3,000 3,000 3,000 3,000 $1.25 $0.00
28. *PILOT payment 11,525 11,122 11,344 11,344 11,571 $4.82 $0.02
29. *Postage 600 542 600 600 600 $0.25 $0.00
30. *Printing 1,000 364 1,000 1,000 700 $0.29 -$0.13
31.*Office Rent 12,408 12,408 12,408 12,408 12,408 $5.17 $0.00
32. *Retirement Benefits 4,944 4,523 4,925 3,960 5,505 $2.29 $0.23
33. Security Deposit Interest 0 0 0 0 170 $0.07 $0.07
34. *Staff/Officer Training 3,000 3,504 3,300 2,400 2,400 $1.00 -$0.25
35. *Telephone (includes MSC cell phone) 2,100 2,137 2,100 2,100 2,100 $0.88 $0.00
36. Web Development 50 0 50 50 2,400 $1.00 $0.98
Routine (Ongoing) Maintenance Expense 150,400 166,670 202,400 202,400 276,081 $115.03 $52.37
Maintenance/Administrative Costs 104,220 84,711 65,640 65,640
TOTAL EXPENSES 641,857 628,929 653,208 642,204 675,227 $281.34 $13.90

NET GAIN (LOSS) -2,737 15,966 -170

*These items are fixed expenses

Owned house income increased by .32%

in 09/10 and 2.66% in 10/11
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)=*+.H=$:.**1#)$J1JO1*3$+*$7+"#3F$C9$)=1($170J0#")12$"77$:.**1#)$0#:*1"313$0#$
"2J0#03)*")061$:+3)3FFFT$
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0#$(1"*3$)=1($"*1$0#$31*0+.3$)*+.O71F$C9$I1$*1+*H"#0@1$J"0#)1#"#:1$3+$)=")$J"0#)1#"#:1$
:++*20#")+*$"#2$I+*E1*$H*+.,$,1*3+#$$I+*E$I0)=$,1+,71$0#$+.*$=+.313F$h312$)+$O1$)=")$
=+.313$="2$)+$,"($N>>$9+*$J0#+*$J"0#)1#"#:1F$$
?3.@30G$"2J0#03)*")061$:+3)3$J"0#)1#"#:1$2+.O70#H$03$)=1$3"J1$":*+33$"77$)=131$,*+,+3"73F$
'+$#+$J"))1*$I=0:=$+,)0+#$I1$:=++31K$I1$"*1$3.,,+*)0#H$)=")F$CWJ$#+)$:+J9+*)"O71$I0)=$
)=")K$3+$C$9117$70E1$C$I+.72$="61$)+$6+)1$R[F$$
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:+3)3$+#7($O($S[K$3+J1)=0#H$70E1$)=")F$
813301G$C$2+#W)$="61$"#($0#9+*J")0+#$"3$)+$I=1)=1*$I+*E1*$H*+.,$I077$J1"#$J+*1$,*+M1:)3$
H1))0#H$2+#1F$C$I+.72$70E1$)+$311$,1+,71$=1*1$2+0#H$)=0#H3$#+I$O19+*1$I1$=0*1$+)=1*$,1+,71F$
C$I+.72$70E1$)+$311$)=1$O.2H1)$9+*$":)."7$,*+M1:)3$0#:*1"31K$"2J0#03)*")061$:+3)3$#+)$
0#:*1"31F$Y=03$03$=+I$J($=+.31$91173K$J+*1$)=0#H3$H1))0#H$2+#1K$#+)$#1:133"*07($J+*1$3)"99F$$
!"#$%G$U1$2+#W)$I"#)$)+$7++31$=.J"#$:",0)"7$)=")W3$O.07)$.,$+61*$)0J1K$H061$N0:E$H++2$
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)=1J$R&Z[$)=1(W2$="61$)+$H+$I0)=$M.3)$N0:EF$C$)=0#E$I1$3=+.72$M.3)$H+$)+$R[$O1:".31$)=1#$
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0#:*1"31F$
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0#)+$J"0#)1#"#:1$"2J0#03)*")061$:+3)$"#2$*+.)0#1$+#H+0#H$1D,1#31F$C9$J+61$)=1$`RKRRR$0#)+$
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N0:ET$
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8199G$#+#&"2J0#03)*")061$:+3)3$7"3)$(1"*F$C9$I1$I1*1$)+$="61$Z[$0#:*1"31K$E11,$3"J1$
J"0#)1#"#:1$"2J0#03)*")061$:+3)K$I+.72$="61$Q[$0#:*1"31$0#$*+.)0#1$+#H+0#H$J"0#)1#"#:1F$$
')161G$C$9117$70E1$I1W*1$O+D0#H$I0)=$3="2+I3F$U+.72$O1$)+)"77($:++7$I0)=$R[$M.3)$)+$H1)$
203:.330+#$H+0#HF$\112$)+$="61$J+*1$:+#61*3")0+#3$I0)=$J"0#)1#"#:1$O.)$CWJ$"9*"02$+9$
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8199G$,*+,+3"7$+9$R[$I+.72$*1V$
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5O3)"0#$03$)=.JO$0#$J02271F$$
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 Proposed Maintenance Budget 2011/12 Updated 4/3/11

Low Budget Version

Code# Item 2009/10 2009/10 2010/11 2010/11 2011/12 2011/12

Administrative Costs Budget Actual-May10Budget Actual-Dec10Budget Actual
5724 Worker Group Salary $ 35,770 $ 24,494 $ 42,900 $ 27,197 $ 63,909 $ -
5725 Worker Group Employment Taxes $ 2,500 $ 1,925 $ 3,000 $ 2,142 $ 5,113 $ -
5726 Administrative Expense $ 2,500 $ 215 $ 3,000 $ - $ 2,000 $ -
5727 Tools $ 1,500 $ 1,594 $ 1,800 $ 1,237 $ 1,800 $ -
5728 Mobile Phone Service $ 1,000 $ 1,386 $ 1,000 $ 792 $ 1,300 $ -
5729 Vehicle Principal Expense $ 2,500 $ 1,398 $ - $ - $ - $ -
5730 Vehicle Expense $ 3,500 $ 2,473 $ 3,500 $ 2,807 $ 3,500 $ -
5731 Maintenance Education $ 500 $ 16 $ 500 $ 46 $ 5,000 $ -
5732 Fire Safety Education $ - $ - $ 250 $ - $ 1,000 $ -
5733 Parking Lease Expence for Truck $ 600 $ 600 $ 600 $ 350 $ 600 $ -
5734 Supplies Restock $ 2,000 $ 772 $ 2,200 $ 2,066 $ 4,000 $ -
5735 Vehicle Interest Expense $ - $ 45 $ - $ - $ - $ -
5736 Matching Grant $ 4,000 $ 234 $ 4,000 $ - $ 6,000 $ -
5737 Tool Room/Workshop Expense $ - $ 60 $ - $ - $ 8,000 $ -
5738 Meetings $ - $ - $ - $ - $ - $ -
5739 Misc. Admin Expenses $ 2,500 $ 215 $ 2,540 $ 310 $ 2,500 $ -
5740 Worker Group Health Care $ - $ 4,800 $ - $ - $ 9,600 $ -
5741 Worker Group Retirement $ - $ 546 $ - $ 165 $ 2,556 $ -
5744 UPMC Guarantee Fund $ 350 $ 262 $ 350 $ 162 $ 350 $ -
5745 Worker Group Training Funds $ - $ 200 $ - $ - $ 1,200 $ -
Total Administrative Costs $ 59,220 $ 41,235 $ 65,640 $ 37,274 $ 118,428 $ -

House Maintenance Costs

Minor Maintenance
5701 Electrical $ 3,000 $ - $ 3,000 $ 763 $ 1,500 $ -
5702 Fire Safety $ 3,000 $ - $ 3,000 $ 5,020 $ 1,500 $ -
5703 Plumbing $ 3,000 $ - $ 3,000 $ 2,244 $ 1,500 $ -
5704 Heating/Ventilation $ 3,000 $ - $ 3,000 $ 255 $ 1,500 $ -
5705 Walls/Floors/Ceilings $ 3,000 $ - $ 3,000 $ 152 $ 6,000 $ -
5706 Doors/Windows $ 3,000 $ - $ 3,000 $ 3,730 $ 1,500 $ -
5707 Appliances $ 3,000 $ - $ 3,000 $ 3,882 $ 1,500 $ -
5708 Structural/Foundation $ 3,000 $ - $ 3,000 $ - $ 1,500 $ -
5709 Exterior Repairs $ 3,000 $ - $ 3,000 $ 517 $ 1,500 $ -
5710 Landscaping $ 3,000 $ - $ 3,000 $ 2,492 $ 1,500 $ -
5711 Weatherization/Energy Efficiency $ 10,000 $ - $ 8,000 $ - $ 2,500 $ -
5712 Preventative Inspection Repairs $ 3,000 $ - $ 3,000 $ - $ 1,500 $ -
5713 Building Inspection Repairs $ 3,000 $ - $ 3,000 $ 7,303 $ 1,500 $ -
5714 Routine Maintenance $ 3,000 $ - $ 3,000 $ 3,215 $ 1,500 $ -
5715 Miscellaneous $ 3,000 $ - $ 3,000 $ 2,121 $ 1,500 $ -
5716 Pest Control $ 3,000 $ - $ 3,000 $ 33 $ 1,500 $ -
5717 Lead Safety $ - $ - $ - $ 447 $ 4,000 $ -
5718 Asbestos Safety $ - $ - $ - $ - $ 6,000 $ -
Minor Maintenance Total $ 55,000 $ 45,941 $ 53,000 $ 32,174 $ 39,500 $ -

Major Maintenance
0000 Capital Replacement Set-aside Fund $ - $ - $ - $ - $ -
0000 Major Maintenance $ 49,000 $ 103,604 $ 60,330 $ 53,945 $ 63,346 $ -
5742 Maintenance Loan Principal (Capital Improve from
$ loan)
24,900 $ 25,326 $ 27,020 $ 15,514 $ 28,614 $ -
5743 Maintenance Loan Interest (Capital Improve from$ loan)
20,100 $ 18,150 $ 16,450 $ 9,847 $ 14,854 $ -
5707-1 Appliances (To be capitalized/replacements) $ 36,400 $ 17,125 $ 33,600 $ 4,931 $ 15,000 $ -
0000 Thornton Ave Development Project (Rehab) $ - $ - $ - $ - $ 573,900
Major Maintenance Total $ 130,400 $ 164,205 $ 137,400 $ 84,237 $ 695,714 $ -

0000 Unexpected Expenses $ 10,000 $ - $ 12,000 $ - $ 12,000 $ -

Final TOTAL $ 254,620 $ 251,381 $ 268,040 $ 153,685 $ 865,642 $ -

Surplus/Overrun $ 3,239 $ 114,355 $ 865,642

Increase from previous year $ 13,420 $ 597,602

5% 223%

Final total(excluding Thornton project) $291,742

Increase from previous year(without Thornton project) $ 23,702
9%
 U p d a t e d 3 / 5 / 11
Proposed Maintenance Budget 2011/12

Code* Item 2 0 0 9 / 1 0 2 0 0 9 / 1 0 1 2 0 1 0 / 11 2 0 1 0 / 11 2 0 11 / 1 2 1 2 0 11 / 1 2
Administrative Costs Budaet Actual-Mayl Budget Actual-Decli Budaet Actual
5724 worker Grouo Sala
5725 Worker GrouD Employment Taxes
5726 Administrative Expense
5727 Tools
5728 Mobile Phone Service
5729 vehicle Principal Expense
5730 Venice Expense
5731 Maintenance Education
5732 Fire Safetv Education
5733 Parkino. Lease Exoence for Truck
5734 Supplies Restock
5735 Vehicle Interest Expense
5736 Match no Grant
5737 Tool Room/Workshoo Expense
5738 Meetings
5739 Msc. Admin Expenses
5740 Worker Grouo Health Care
5741 Worker Group Retirement
5744 UPMC Guarantee Fund
5745 Worker Grouo Trainina Funds
Total Administrative Costs

House Maintenance Costs

Minor Maintenance
5701 Electrical
5702 Fre Safetv
5703 Plumbin
5704 Heatino/Ventilation
5705 Walls/Floors/Cellinqs
5706 Doors/Windows
5707 Aop ances
5708 Structural/Foundation
5709 Exterior Repairs
5710 Landscaoln
5711 Weathenzation/Enerqy Efficiency
5712 Preventative Insoecton Repairs
5713 Bulldlna Inspection Repairs
5714 Routine Maintenance
5715 Miscellaneous
5716 PestContro
5717 Lead Safetv
5718 Asbestos Safetv
M i n o r M a i n t e n a n c e To t a l $ 5 5 , 0 0 0 S 4 5 , 9 4 1

Maior Maintenance
0000 Capital Replacement Set-aside Fund
0000 Maior Maintenance 49,000 S 103,604
5742 Maintenance Loan Principal (Capital Improve frd S 24,900
24,900 I i
5743 Maintenance Loan Interest (Capital Improve fr
5707-HAppliances (To be capitalized/replacements)
0000 Thornton Ave Development Project (Rehab)
Major Maintenance Total I $130,400

I Final TOTAL I 5 254,620 I S251,381 5 268,040 I 5153,685 I $1,130,484

Surplus/Overrun! I S 3.239 I I S 11 4 . 3 5 5 I I S 1,130.484

Increase from previous vear 862.444

322%

I Final total(excludmq Thornton project) $556,584

Increase from previous vearfwithout Thornton proiecty 288.544
 Worker Group Policy?
Worker Group
Worker group members are hired and managed at the discretion the maintenance coordinator and are at-will
employees. They are not offered contracts but may sign agreements that clearly show eligibility requirements
for compensation, job duties and responsibilities, etc. Compensation for full time worker group is dictated by
policy and any deviation from this policy will require approval from the coordinating committee and/ or the
maintenance committee.

Employee Eligibility for Benefits

Employees shall be eligible for benefits upon meeting one of the following sets of criteria:
• They have worked 6 consecutive months for an average minimum of 25 hours per week MCC
• Have earned $6250 working for MCC during the last calendar year, including worker’s compensation
pay
• Worked in either of the above categories for MCC 3 of the last 5 calendar years

Salary/Wages
Salary/Wages are based on State of Wisconsin Classification Specifications as detailed by the Office of State
Employee Relations:

• MCC Worker Group Member ~ State of Wisconsin Facilities Repair Worker

• As of March 7, 2011 pay range for Facilities Repair Worker: $12.892 to $19.510

Pay scale is based on State of Wisconsin Facilities Repair Worker and a ladder consisting of 15 rungs, such that
for the chosen pay range the 1st rung corresponds to the base living wage level ($11.82 as of March 7, 2011),
the 15th rung corresponds to the maximum salary/wage level as described above ($19.510), and the difference
between each rung amounts to 1/15 of the difference between the minimum and maximum salary/wage levels.
A full time worker group employee would start on a rung at the discretion of the maintenance coordinator
taking into account their years of full-time, directly relevant work experience and skills. After a successful
evaluation by the maintenance officer and maintenance coordinator a full time worker group employee moves
up one rung on the pay range ladder for each year of working for MCC. While the wage range is initially
determined according to the State of WI pay scale stated above as of March 2011, annual adjustments would be
made based on the previous year-end U.S. national average rate of inflation as determined by the Consumer
Price Index (Example: new contracts for the MCC fiscal year 2011/12 would use the average rate of inflation
published after December for the year 2010).

Holidays
MCC provides all full time employees paid holidays. Time off for holidays shall conform to the following; 10
annual holidays per the employee’s choosing as specified in their contract/agreement. If the holiday falls on a
weekend, the employee can take either the preceding Friday or the following Monday instead and must report
this to their supervisor prior to the holiday.

Vacation
MCC provides all full time employees vacation time. Time off for vacation for MCC’s employees shall
conform to the following; 10 Days per Year Plus 1/2 Day per Year of MCC Service to a Maximum Total of 20
Days per Year.

Sick Days
MCC provides all eligible employees sick days. Time off for vacation for MCC’s employees shall conform to
the following; 12 days per year, earned on a monthly-prorated basis plus 3 additional days per year for parents
raising one or more children. Paid sick days can be used as paid vacation if all paid vacation to date has been
used, subject to prior approval by their supervisor.

Retirement
A. During January of each year, MCC will assist employees meeting one of the following sets of criteria in
setting up a Simplified Employee Pension (SEP) plan and a parallel 403b. Employees with accounts already
open (from previous years) will continue to be eligible regardless of the amount earned in the previous
calendar year. Coordinating staff are eligible as soon as they have worked 6 consecutive months for MCC.
All other employees must conform to the full time employee eligibility criteria. Limited term employees are
not eligible for retirement benefits.

B. For each employee meeting the criteria, MCC contributes an amount equivalent to (in addition to) 4% of the
employee’s salary/wages per year. MCC’s contributions go into each qualified employee’s SEP plan. The
SEP plan is for MCC contributions only. MCC makes regular contributions on a quarterly basis (January,
April, July and October).

C. MCC’s first SEP contribution for a contracted employee: Once a contracted employee has worked 6 months,
they may open a SEP and 403b account. MCC makes its first contribution to their SEP plan the first quarter
that they are qualified. That contribution is equivalent to 4% of the employee’s salary earned since they
began working for MCC. (Say a contracted employee starts to work for MCC during the month of February
. Their first contribution would be made in October, in amount equivalent to 4% of their salary/wages
earned between February and October.)

D. MCC’s first SEP contribution for other employees meeting the above criteria: The first contribution is made
January of the calendar year the employee first qualifies, at an amount equivalent to 4% of their wages
during all previous years employee worked for MCC and did not qualify. From then on, contributions are
made quarterly.

E. Qualified employees who want to contribute additional funds to their retirement savings may also open a
403b account to supplement the SEP plan. The 403b is for employee contributions only.

F. Under the SEP and 403b, each employee may decide where their money is invested from among the choices
on the following page.

G. MCC uses ACS Investment Advisors on a consulting fee basis, for the set-up and management of both the
SEP and 403(b) plans. The MCC Coordinating Committee must approve personal employee visits to the
consultant beyond the initial set-up of the SEP and 403(b).

H. Example of a possible scenario: January of 2000, Brian looks back at the total wages of each MCC
employee. Brian finds that MCC employee “Steve,” who is not currently receiving retirement benefits,
earned $10,000 in 1999. That January of 2000, Brian sends Steve to ACS Investment Advisors, and Steve
fills out his application for the SEP and 403b. At that time, Brian contributes $400 (4% of $10,000) to
Steve’s SEP account. After that, MCC contributes the equivalent of 4% of his wages to his SEP on a
quarterly basis. Say Steve works in 2001 but only earns $5000: any consecutive year that Steve works for
MCC after his SEP account is open MCC continues to contribute regardless of the amount Steve earns. If
Steve quits and then comes back to work for MCC later he must re-meet the criteria for eligibility.

Health Care
Full time employees may participate in MCC’s health care plan. They may choose participate through an
individual or family health and dental care policy via Chamber Cares Mendota Plan from Group Health
Cooperative (GHC), which MCC agrees to pay the actual costs of.
Or
They may choose to negotiate an amount to be placed in a healthcare reimbursement fund to purchase health
coverage from any insurance provider or health maintenance organization and/or to pay for treatment from any
traditional or alternative health care provider. This may include any provider of health care or wellness services,
including but not limited to the services of a doctor of medicine, doctor of osteopathy, physician's assistant,
certified nurse practitioner, psychologist, certified nurse midwife, dentist, ophthalmologist, or optometrist;
chiropractor, naturopath, homeopath, massage therapist, acupuncturist, nutritionist/dietitian, biofeedback
technician, marriage counselor or occupational therapist. This may also include health care medicines, cleansing
or wellness-promoting dietary items, herbs, apparatus, literature, etc. for use in the personal maintenance of
physical and mental well-being. These funds shall accumulate and be carried over from year to year as the
employee desires or until their employment at MCC ends. At such time they must spend the funds on health
matters within three months of leaving MCC. Receipts must be submitted to the finance coordinator for
reimbursement. Disbursements of reimbursement accounts are protected under the Health Insurance Portability
and Accountability Act (HIPPA). Information in regards to these accounts are to be kept strictly confidential.

Reviews for full time worker group:

At the approximate yearly anniversary of beginning employment, a survey will be taken at the appropriate
committee to offer input of whether or not the employee will be offered continued employment. The officer that
chairs said committee would be responsible for creating, distributing, and tabulating the surveys. A favorable
response would ensure a likely extension of continued employment. A negative response would possibly result
in termination. Final authority and responsibility for the employee would lie with the appropriate supervisor.

Time sheets
All employees are required to keep a daily time sheet that shows a description of tasks, hours worked, and
includes details of holidays, vacation, and sick days used. Worker group members must turn in a copy of their
time sheet to their supervisor who will present it to the finance coordinator prior to the Monday following to the
last day of the pay period.

Overtime Pay
As an employee of MCC, under certain conditions, you may be required to work overtime. Overtime is defined
as the hours worked per week in excess of forty hours or emergencies or mandatory/directed work performed
outside of the hours of 9am and 9pm Monday Through Friday. Your supervisor must approve all overtime
hours. Overtime will be calculated at one and a half times the normal hourly rate of pay.

All paid personal days, holidays, vacations, sick days, and any paid leaves that occur during the week in which
overtime is being calculated are credited as “time worked.”

If you are not paid for a holiday, sick, or personal day, etc., during the workweek, the day is excluded from the
addition of the hours worked in a week.

Full-time employees may be paid at a rate of time and one-half at the discretion of their supervisor if they work
on Saturdays, Sundays, and holidays.

Lunch/Break Periods
It is understood that per the contracted hourly workweek, lunch/ break schedules includes a half-hour break for
every four hours worked in a given day. (For example, an eight-hour workday could include a half-hour meal
break and two fifteen-minute personal breaks.)

Employee Training Funds

Full time employees are eligible for a training fund of up to $600 per person per year. This fund is to be used for
educational purposes that are pertinent to employee’s specific position. All disbursements of these funds are
subject to coordinating committee approval.

Work-Related Disability
If an absence from work is caused by a work related incident, you may be eligible for Workers’ Compensation
Benefits.

Maternity or Paternity Leave

With at least one-month notice, employees shall be entitled to maternity or paternity leave.

Unpaid Leave
Full time employees shall be entitled, upon prior approval of their supervisor, to unpaid leave. If you are on
family/medical leave, you will continue to receive the benefits you had originally chosen as though you are still
an active employee. If you are on leave for reasons other than family/medical your benefits will be prorated for
the time you are on leave. If you elect, for non-medical reasons, to leave the company at the end of your leave,
you will be responsible for reimbursing the firm the cost of the benefit premiums. You will not be responsible
for these premiums if you cannot return to work due to your medical condition.

Workers’ Compensation
Immediately effective on the day you begin working with the co-op, you are covered by Workers’
Compensation Insurance. In the event that you become injured or ill on the job, you are to immediately alert
your supervisor. In addition, do not forget that it is your responsibility as an employee of this company to
advise your supervisor of any unsafe situations at work. Any workers compensation leave taken will be applied
against any eligible leave you may have under state or federal medical leave laws.

About Your Paycheck

All employees will receive their compensation bi-weekly every other Monday. Your paycheck will include
compensation for the number of hours you worked during the previous two weeks. It is your responsibility to
turn in your timesheet to the financial coordinator prior to the Monday beginning the pay period after which you
worked.

Contracted coordinating staff will receive their salary paychecks on the same schedule as all other employees.
They must turn in copies of their time sheets to their supervising officer at the beginning of each month. They
are also to turn in time logs detailing accumulated vacation time to the financial coordinator on a quarterly
basis.

Deductions
Included with your paycheck will be a statement that shows what you earned during that pay period. It will also
list:
• Deductions and taxes.
• Amount that you take home.
• Balances of health care reimbursement accounts.
• Balances of staff training funds.
• Amounts deposited in retirement accounts.

The following taxes will be taken from your paycheck, as the law requires:
• Federal withholding tax (income tax)
• State and local taxes where applicable
• FICA (Federal Insurance Contribution Act)
• Medicare

Travel and Business Expenses

As an employee of the co-op, you can be reimbursed for reasonable expenses you incur while conducting
legitimate business on behalf of the company. If you make purchases for co-op business with your own funds,
you can be reimbursed. In all cases, you must present a receipt to your supervisor who will approve it for
reimbursement by the finance coordinator. Your supervisor can answer questions about what else may or may
not be reimbursed.

If the MCC maintenance vehicle becomes inoperable, or is otherwise in use, then an employee shall be
reimbursed all mileage accrued on their vehicle in performing co-op work duties at the current applicable rate as
defined by the federal government.
Madison Community Co-operative 3/7/11 7:11 PM

M adison C ommunity Co-op

HOME FIND A CO- OP FOR YOU! JOBS MEMBERS

General Personnel

Staff Health Care Policy

Staff Training Funds
Staff Contracts/Hiring
Staff Reviews
Staff Compensation Policies
Staff Grievance Policy
MCC Adopts the Living Wage for its Employees
Retirement Plan Policy-Part I
Retirement Benefits for MCC Staff-Part 2

Staff Health Care Policy Print Preview

STAFF HEALTH CARE POLICY Adopted by the MCC Board 4/20/88

1) The total amount of the budget for health care would be pegged to $1900/year for 1988-9 budget
year. (Budget subject to Member approval).

2) The budget would be split in half between the two staff, to be used for health insurance or health
care costs as defined in the staff contract.

3) Quarterly reports would detail how health care funds were being spent. These reports would be
submitted only to the Coordinating Committee; individual Board members could inspect them on
request.

4) Each individual could accumulate unspent health care funds indefinitely, even carrying them
over to the next budget year. When they quit working for MCC, they would have a 3-month
extension of health care benefits (similar to the transition period allowed by health insurance
policies). This would end sooner if the staffperson were covered under another health care package.
This coverage would cover only current health care expenses.

Staff receiving such health care benefits might have to pay tax on them, as they would probably be
considered wages.

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Staff Training Funds Print Preview

Staff Training Funds

(Adopted July 29, 2009)

Food: MCC shall give a per diem equal to NASCO's per diem.* The NASCO liaison shall be
responsible for periodically asking NASCO what their current per diem is. The number of days that
this per diem is granted shall equal the number of days of the conference.

Transportation: Staff are encouraged to take reasonably-priced transportation. Receipts must be

submitted for all travel reimbursements.

Lodging: Staff are encouraged to stay at co-ops when feasible and reasonably-priced motels/hotels
otherwise. Receipts must be submitted for all lodging bills. MCC will pay for lodging for a number
of nights equal to the length of the event plus one night.

*Editorial Note: As of April 2010 the NASCO per diem is $20.

Staff Contracts/Hiring Print Preview

STAFF CONTRACTS/HIRING

Staff shall provide the Board with written job descriptions. (see job descriptions) (5/4/77)

Board agrees to "be open to recognizing a union of MCC employees as sole bargaining agents."
(4/26/78)

MCC's Finance Coordinator is to work with the Finance Committee in coordinating the refinancing
of MCC's land contract holdings. (11/28/79)

Staff Reviews Print Preview

Staff Reviews (Adopted 8/9/95; Amended 11/5/08)

A. Staff reviews shall be completed and the results written up in a Board packet before the date

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Madison Community Co-operative 3/7/11 7:11 PM

specified in each contract, and the board must vote to affirm or reject the recommendations of the
committee. Newly hired staff shall be signed to probationary six-month contracts, also known as
!initial! contracts. Their job performance shall be reviewed after 5 months to determine if a long-
term contract, also known as a !permanent! contract, should be recommended. A positive review will
result in the offering of a standard one-year employment contract to run concurrent with the MCC
budget year. This may mean offering a short-term extension on the current contract to bring
contracts into synchronization with the budget.

B. The review committee is recommended to consist of two members of the Coordinating

Committee, two members of the appropriate committee, two members from the Board, and two
other MCC members. The Staff member being reviewed shall not be a member of their committee.
Review committee members should be familiar with how the staff person performs their job. No
more than two members may be from the same house. The members will be chosen at committee or
Board by an instant run-off voting procedure with no objections. The staff member being reviewed
does not get a vote on their review. Quorum is six. Decision is to be made by consensus. Chairs and
appropriate committees are as follows: Maintenance Coordinator: Maintenance Officer and
Maintenance Committee; Finance Coordinator: Finance Officer and Finance Commitee; Member
Services Coordinator: Membership Officer and Membership Committee.

C. The role of the staff review committee will be to set the survey questions and review the
performance of staff persons, develop job descriptions/revise contract wording in cooperation with
the staff, set performance goals for the upcoming contract period in cooperation with the staff, and
make recommendations on contract renewal and contract wording to the MCC Board. The
committee shall meet at least three times: once to develop surveys, once as a meeting open to all
members, and at least once for review committee members and the staff member only. The chair is
responsible for posting the date, time and location of the open review committee meeting at all
houses at least one week advance. After the open review meeting, the review committee is not
obligated to analyze further incoming attachments/comments. The review must include, but is not
limited to: 1) discussion of fulfillment of duties stipulated in contract, 2) discussion of contract
renewal, 3) discussion of modifications to the contract, 4) discussion of survey results (chair is to
write up, distribute, and collect surveys from the membership) and a discussion of past
performance, worklogs, overtime use, vacation use, and annual earnings and 5) constructive
criticism. The chair may ask the staff member under discussion to leave the room at some point to
allow more open discussion but this should be an open, cooperative process as much as possible.

D. Directors of the Board are responsible for encouraging members to complete surveys.

E. Grievances toward staff must be addressed as per policies, and the Grievance Committee will
coordinate appropriately with the Staff Review Committee.

F. Staff contracts shall include: a full description of job duties, including the person(s) staff is
responsible to for performance of those duties; an understanding of the relative priority assigned to
those job duties; compensation, including scheduled bonuses and raises; benefits, including
compensatory time, vacation, sick pay, health coverage, and overtime; and the procedure for
performance review, determination of salary adjustments, and termination of employment,
including severance pay.

G. The committee chair or their designate shall provide the MCC Board with a written summary of

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Madison Community Co-operative 3/7/11 7:11 PM

the evaluation, to include: complete results of the quantitative portion of the survey, all survey
comments and additional attachments, aspects of the job well done, specific areas in which the staff
person needs to improve, with recommendations on how to make those improvements if this has
been determined, and specific ways to determine when the improvements have occurred. Additional
survey comments and attachments must be made fully available in hard or electronic form. Any
member may request a copy of the survey comments and attachments. Their report will also
include recommendations on contract renewal and revisions. The results of the contract-year-end
staff review shall be provided for a Board meeting at least one month before the end of the current
staff contract to allow time for a staff hiring process to occur should the committee recommend
non-renewal.

H. During the staff review process, beginning when surveys are distributed to the Board meeting
discussing the staff member, any member has access to pertinent records. The member must submit
a written request to the chair with a purpose relevant to evaluation of the staff member. The chair
must facilitate a viewing of records with the member within ten days of the written request
submission.

I. The following items will be maintained in a permanent file in the MCC office: copies of staff
contracts, amendments and extensions; minutes of SRC meetings; copies of SRC recommendations
to the Board; staff self-reviews and questionnaires received from members. The keeping of this file
shall be supervised by the MCC Secretary.

Staff Compensation Policies Print Preview

Staff Compensation Policies

(Adopted by the Board of Directors 9/28/05; Amended by the Board of Directors 2/13/08)

Coordinating Staff Compensation

Compensation for MCC!s three coordinating staff shall conform to the following: Paid Vacation 10
Days per Year Plus 1/2 Day per Year of MCC Service to a Maximum Total of 20 Days per Year
Holidays 10 Annual Holidays per the Staff Member!s Choosing, Specified in their Contract Sick
Leave 12 Days per Year, Earned on a Monthly Prorated Basis Plus 3 Additional Days per Year for
Parents Raising One or More Children Salary/Wage Range - MCC Member Services Coordinator ~
UW Human Services Program Coordinator - MCC Maintenance Coordinator ~ UW Maintenance
Supervisor - MCC Finance Coordinator ~ Financial Specialist Program Supervisor April 3, 2005
Pay Range for All Three Classifications: $15.117 to $33.285 per Hour Note: According to the UW
classification system, the three positions listed above are denoted either as !81-4! or !7-4! in terms of
their official pay schedule and range. To prevent a future divergence of MCC staff pay ranges,
under this option, it would be understood that all three positions are considered !81-4! although the
distinction currently has no significance since !81-4! and !7-4! are on identical pay ranges. While the
wage range would initially be determined according to a UW pay scale, annual adjustments would
be made based on the rate of inflation determined by the Consumer Price Index. Ladder System

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Madison Community Co-operative 3/7/11 7:11 PM

Establish a pay range ladder with 30 rungs, such that for the chosen pay range the 1st rung
corresponds to the minimum salary/wage, the 30th rung corresponds to the maximum salary/wage,
and the difference between each rung amounts to 1/30 of the difference between the minimum and
maximum salary/wage. Coordinating staff member would start on a rung commensurate with their
years of full-time, directly relevant work experience, up to a maximum of 10 years or rungs. For
each year of working for MCC, a coordinating staff member moves up one rung on the pay range
ladder. For example: A Member Services Coordinator with no prior relevant experience and 2 years
as Member Services Coordinator could earn $16.33 per hour; a Maintenance Coordinator with 1
year of prior relevant experience and 5 years as Maintenance Coordinator could earn $18.75 per
hour; a Finance Coordinator with 25 years of prior relevant experience and 0 years as Finance
Coordinator could earn $21.17 per hour. Under this ladder system, coordinating staff members with
!initial contracts! are at a rung 5 steps below the rung they would be at if their contract were
!permanent,! not to go below the 1st rung. Health Coverage MCC agrees to pay the actual costs of an
individual or family health and dental care policy through ChamberCare!s Mendota Plan from
Group Health Cooperative (GHC) for each staff member.

Staff Grievance Policy Print Preview

STAFF GRIEVANCE POLICY (approved by MCC Board Feb. 16, 1994)

This is a set of policies intended to formalize conflict resolution steps for staff members.

1) That conflicts between Staff members be brought before the Individual Issues (II) committee
initially to see if a solution can be brokered there. Two additional members of the committee could
be added, as long as they were members of the Board.

2) If a Staff member is unsatisfied with the results of this mediation, a second meeting of a
Grievance Committee could be arranged by the Grievance Coordinator (The President if there is no
Grievance Coordinator) which would be Ad Hoc and could include non-Board members. Each
Staff member could request a particular participant (even non-MCC) and the GC would pick the
rest. The committee would be run by consensus.

3) Only after these two meetings had been tried would outside help be solicited. Funds for outside
help would be approved by the Board. Details of the conflict would not be discussed with the
Board. The GC would recommend to the Board whether to approve funds based on the results of
the two meetings. (fiscal decision only)

4) Temporary/Part time Staff are expected to follow the directions of MSC/FC/MC. Issues of unfair
treatment or harassment may be brought to II. If not resolved, a Grievance Committee could be
formed as outlined above. Outside help could be solicited as outlined above.

5) Staff are encouraged to have regular Staff meetings (biweekly or monthly) in order to facilitate
communication between Staff members.

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Madison Community Co-operative 3/7/11 7:11 PM

6) For Grievances between Officers and Staff, they will first be heard at a Coordinating Committee
meeting as an agenda item. If unresolved, or if it is taking too long than the grievance will be sent
to II. If the GC is the Officer(s) in question, than the Staff member in question could pick another
officer or Board member to chair an Ad Hoc Grievance Committee. Outside help could be solicited
in the same manner as above.

7) In order to preempt conflict, if a Staff member disagrees with any direction given to them by a
particular Officer, they may request that it be discussed by the Coordinating Committee. The officer
may, in the interest of time, solicit a simple majority of the Coordinating Committee in order to
request compliance. If this occurs, the issue must be discussed at the next Coordinating Committee
meeting.

8) Previous Coordinating Committee decisions are binding, unless brought to the Coordinating
Committee again for reconsideration, or to the Board. No Officer may ask a Staff member to ignore
the direction of the Coordinating Committee as a whole.

9) In the event of a conflict between staff and a member, the procedure outlined above in #1 will be
employed.

10) In the case of a conflict between a staff member and a house, the houseﾒs Board of Directors
representative(s) are the responsible parties concerning representation and communication on behalf
of the house. The staff member should direct all communication to the houseﾒs Board
Representative first and in writing, and the Board representative should convey this information in
a timely manner to the rest of the house.

MCC Adopts the Living Wage Print Preview

for its Employees

MCC Adopts the living wage for its employees Passed by the Board 4/2/97

Starting on June 1, 1997, MCC will pay all of its workers or reimburse parents for childcare
expenses at a minimum rate of $7.70 / hr. Adjustments will be made to the 1997-98 MCC budget
so that we can afford to do this. The line item for child care will be raised by $135. The line item
for note taker will be raised by $210.

This includes our summer interns. (passed 4/16/97)

Retirement Plan Policy-Part I Print Preview

Retirement Plan policy ﾖ part I. passed by the BoD 11/18/98

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Madison Community Co-operative 3/7/11 7:11 PM

1) MCC sets up a 403b retirement plan for contracted staff members and any other staff employees
who meet the criteria set our in part II.

2) Each year, MCC will contribute 4% of the employeesﾒ salaries to the plan. The amount the
employees contribute will be at the discretion of the individual employees, although some minimal
level of participation may be required for MCCﾒs 4% contribution to kick in.

Retirement Benefits for MCC Print Preview

Staff-Part 2

Retirement Benefits for MCC Staff ﾖ Part 2- Passed by the BoD on 4/7/99

* During January of each year, MCC will assist employees meeting one of the following sets of
criteria in setting up a Simplified Employee Pension (SEP) plan and a parallel 403b. Employees
with accounts already open (from previous years) will continue to be eligible regardless of the
amount earned in the previous calendar year. Contracted staff (currently Seth, Brian and Richard):
Eligible as soon as they have worked 6 consecutive months for MCC. All other MCC employees:
Employee must have earned $6250 working for MCC during the last calendar year, including
workmanﾒs compensation pay (and therefore be eligible for a $250 benefit from MCC). or
Employee must have worked for MCC 3 of the last 5 calendar years. * For each employee meeting
the criteria, MCC contributes an amount equivalent to (in addition to) 4% of the employeeﾒs
salary/wages per year. MCCﾒs contributions go into each qualified employeeﾒs SEP plan. The SEP
plan is for MCC contributions only. MCC makes regular contributions on a quarterly basis
(January, April, July and October). * MCCﾒs first SEP contribution for a contracted employee:
Once a contracted employee has worked 6 months, they may open a SEP and 403b account. MCC
makes its first contribution to their SEP plan the first quarter that they are qualified. That
contribution is equivalent to 4% of the employeeﾒs salary earned since they began working for
MCC. [Say a contracted employee starts to work for MCC during the month of February . Their
first contribution would be made in October, in amount equivalent to 4% of their salary/wages
earned between February and October. ] * MCCﾒs first SEP contribution for other employees
meeting the above criteria: The first contribution is made January of the calendar year the employee
first qualifies, at an amount equivalent to 4% of their wages during all previous years employee
worked for MCC and did not qualify. From then on, contributions are made quarterly. * Qualified
employees who want to contribute additional funds to their retirement savings may also open a
403b account to supplement the SEP plan. The 403b is for employee contributions only. * Under
the SEP and 403b, each employee may decide where their money is invested from among the
choices on the following page. * MCC uses ACS Investment Advisors on a consulting fee basis, for
the set-up and management of both the SEP and 403(b) plans. Personal employee visits to the
consultant beyond the initial set-up of the SEP and 403(b) must be approved by the MCC
Coordinating Committee.

Example of a possible scenario: January of 2000, Brian looks back at the total wages of each MCC

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Madison Community Co-operative 3/7/11 7:11 PM

employee. Brian finds that MCC employee "Steve", who is not currently receiving retirement
benefits, earned $10,000 in 1999. That January of 2000, Brian sends Steve to ACS Investment
Advisors, and Steve fills out his application for the SEP and 403b. At that time, Brian contributes
$400 (4% of $10,000) to Steveﾒs SEP account. After that, MCC contributes the equivalent of 4% of
his wages to his SEP on a quarterly basis.

Say, Steve works in 2001, but only earns $5000. Any consecutive year that Steve works for MCC
after his SEP account is open, MCC continues to contribute, regardless of the amount Steve earns.
If Steve quits, and then comes back to work for MCC later, he must re-meet the criteria for
eligibility.

Home - Find a Co-op for You! - Jobs - Members

MCC Office - 1202 Williamson St. Suite C - Madison, WI 53703 - Phone: (608) 251 - 2667 - Fax: (608) 251 - 7748
services@madisoncommunity.coop

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 Maintenance Budgets 2012 - 1998

Code# Item 2011/12 2010/11 2009/10 2008/09 2007/08 2006/07

Administrative Costs Budget Actual Budget Actual Budget Actual Budget Actual Budget Actual Budget Actual
5724 Worker Group Salary $ 63,909 $ - $ 42,900 $ 27,197 $ 35,770 $ 24,494 $ 28,750 $ - $ 26,100 $ - $ 52,000 $ -
5725 Worker Group Employment Taxes $ 5,113 $ - $ 3,000 $ 2,142 $ 2,500 $ 1,925 $ 800 $ - $ 1,200 $ - $ 3,000 $ -
5726 Administrative Expense $ 2,000 $ - $ 3,000 $ - $ 2,500 $ 215 $ 2,500 $ - $ 2,500 $ - $ 2,500 $ -
5727 Tools $ 1,800 $ - $ 1,800 $ 1,237 $ 1,500 $ 1,594 $ 2,000 $ - $ 1,750 $ - $ 1,750 $ -
5728 Mobile Phone Service $ 1,300 $ - $ 1,000 $ 792 $ 1,000 $ 1,386 $ 900 $ - $ 2,000 $ - $ 1,500 $ -
5729 Vehicle Principal Expense $ - $ - $ - $ - $ 2,500 $ 1,398 $ 2,100 $ - $ 2,000 $ - $ 2,750 $ -
5730 Vehicle Expense $ 3,500 $ - $ 3,500 $ 2,807 $ 3,500 $ 2,473 $ 3,500 $ - $ 1,200 $ - $ 2,250 $ -
5731 Maintenance Education $ 5,000 $ - $ 500 $ 46 $ 500 $ 16 $ 500 $ - $ 500 $ - $ 1,250 $ -
5732 Fire Safety Education $ 1,000 $ - $ 250 $ - $ - $ - $ - $ - $ - $ - $ - $ -
5733 Parking Lease Expence for Truck $ 600 $ - $ 600 $ 350 $ 600 $ 600 $ 600 $ - $ 600 $ - $ 600 $ -
5734 Supplies Restock $ 4,000 $ - $ 2,200 $ 2,066 $ 2,000 $ 772 $ 2,000 $ - $ 2,000 $ - $ 1,000 $ -
5735 Vehicle Interest Expense $ - $ - $ - $ - $ - $ 45 $ - $ - $ - $ - $ - $ -
5736 Matching Grant $ 6,000 $ - $ 4,000 $ - $ 4,000 $ 234 $ 2,500 $ - $ 4,000 $ - $ 4,000 $ -
5737 Tool Room/Workshop Expense $ 8,000 $ - $ - $ - $ - $ 60 $ - $ - $ - $ - $ - $ -
5738 Meetings $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
5739 Misc. Admin Expenses $ 2,500 $ - $ 2,540 $ 310 $ 2,500 $ 215 $ 2,500 $ - $ 2,500 $ - $ 2,500 $ -
5740 Worker Group Health Care $ 9,600 $ - $ - $ - $ - $ 4,800 $ - $ - $ - $ - $ - $ -
5741 Worker Group Retirement $ 2,556 $ - $ - $ 165 $ - $ 546 $ - $ - $ - $ - $ - $ -
5744 UPMC Guarantee Fund $ 350 $ - $ 350 $ 162 $ 350 $ 262 $ 250 $ - $ 350 $ - $ 350 $ -
5745 Worker Group Training Funds $ 1,200 $ - $ - $ - $ - $ 200 $ - $ - $ - $ - $ - $ -
Total Administrative Costs $ 118,428 $ - $ 65,640 $ 37,274 $ 59,220 $ 41,235 $ 48,900 $ - $ 46,700 $ - $ 75,450 $ -

House Maintenance Costs

Minor Maintenance $ - $ - $ - $ - $ - $ 45,941 $ 45,000 $ - $ 45,000 $ - $ 40,000 $ -
5701 Electrical $ 1,965 $ - $ 3,000 $ 763 $ 3,000 $ - $ - $ - $ - $ - $ - $ -
5702 Fire Safety $ 1,965 $ - $ 3,000 $ 5,020 $ 3,000 $ - $ - $ - $ - $ - $ - $ -
5703 Plumbing $ 1,965 $ - $ 3,000 $ 2,244 $ 3,000 $ - $ - $ - $ - $ - $ - $ -
5704 Heating/Ventilation $ 1,965 $ - $ 3,000 $ 255 $ 3,000 $ - $ - $ - $ - $ - $ - $ -
5705 Walls/Floors/Ceilings $ 6,000 $ - $ 3,000 $ 152 $ 3,000 $ - $ - $ - $ - $ - $ - $ -
5706 Doors/Windows $ 1,965 $ - $ 3,000 $ 3,730 $ 3,000 $ - $ - $ - $ - $ - $ - $ -
5707 Appliances $ 1,965 $ - $ 3,000 $ 3,882 $ 3,000 $ - $ - $ - $ - $ - $ - $ -
5708 Structural/Foundation $ 1,965 $ - $ 3,000 $ - $ 3,000 $ - $ - $ - $ - $ - $ - $ -
5709 Exterior Repairs $ 1,965 $ - $ 3,000 $ 517 $ 3,000 $ - $ - $ - $ - $ - $ - $ -
5710 Landscaping $ 1,965 $ - $ 3,000 $ 2,492 $ 3,000 $ - $ - $ - $ - $ - $ - $ -
5711 Weatherization/Energy Efficiency $ 2,500 $ - $ 8,000 $ - $ 10,000 $ - $ 12,750 $ - $ 15,000 $ - $ - $ -
5712 Preventative Inspection Repairs $ 1,965 $ - $ 3,000 $ - $ 3,000 $ - $ - $ - $ - $ - $ - $ -
5713 Building Inspection Repairs $ 1,965 $ - $ 3,000 $ 7,303 $ 3,000 $ - $ - $ - $ - $ - $ - $ -
5714 Routine Maintenance $ 1,965 $ - $ 3,000 $ 3,215 $ 3,000 $ - $ - $ - $ - $ - $ - $ -
5715 Miscellaneous $ 1,965 $ - $ 3,000 $ 2,121 $ 3,000 $ - $ - $ - $ - $ - $ - $ -
5716 Pest Control $ 1,965 $ - $ 3,000 $ 33 $ 3,000 $ - $ - $ - $ - $ - $ - $ -
5717 Lead Safety $ 4,000 $ - $ - $ 447 $ - $ - $ - $ - $ - $ - $ - $ -
5718 Asbestos Safety $ 6,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Minor Maintenance Total $ 46,010 $ - $ 53,000 $ 32,174 $ 55,000 $ 45,941 $ 57,750 $ - $ 60,000 $ - $ 40,000 $ -

Major Maintenance
0000 Capital Replacement Set-aside Fund $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
0000 Major Maintenance $ 321,678 $ - $ 60,330 $ 53,945 $ 49,000 $ 103,604 $ 112,750 $ - $ 98,400 $ - $ 92,100 $ -
5742 Maintenance Loan Principal (Capital Improve from loan) $ 28,614 $ - $ 27,020 $ 15,514 $ 24,900 $ 25,326 $ - $ - $ - $ - $ - $ -
5743 Maintenance Loan Interest (Capital Improve from loan) $ 14,854 $ - $ 16,450 $ 9,847 $ 20,100 $ 18,150 $ - $ - $ - $ - $ - $ -
5707-1Appliances (To be capitalized/replacements) $ 15,000 $ - $ 33,600 $ 4,931 $ 36,400 $ 17,125 $ 16,150 $ - $ 14,500 $ - $ 15,600 $ -
Major Maintenance Total $ 380,146 $ - $ 137,400 $ 84,237 $ 130,400 $ 164,205 $ 128,900 $ - $ 112,900 $ - $ 107,700 $ -

0000 Unexpected Expenses $ 12,000 $ - $ 12,000 $ - $ 10,000 $ - $ 7,500 $ - $ 5,000 $ - $ 3,800 $ -

0000 Overruns/Surpluses $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
0000 Handicap Access $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -

Final TOTAL $ 556,584 $ - $ 268,040 $ 153,685 $ 254,620 $ 251,381 $ 243,050 $ - $ 224,600 $ - $ 226,950 $ -
Surplus/Overrun $ 556,584 $ 114,355 $ 3,239 $ 243,050 $ 224,600 $ 226,950

Increase from previous year $ 288,544 $ 13,420 $ 11,570 $ 18,450 $ (2,350) $ (45,150)
108% 5% 5% 8% -1% -17%

Thornton Ave development project rehab(2011/12 FY) $ 573,900

 Maintenance Budgets 2012 - 1998

2005/06 2004/05 2003/04 2002/03 2001/02 2000/01 1999/00 1998/99

Budget Actual Budget Actual Budget Actual Budget Actual Budget Actual Budget Actual Budget Actual Budget Actual
$ 48,950 $ - $ 45,450 $ - $ 1,600 $ - $ 1,600 $ - $ 2,500 $ - $ 1,725 $ 1,507 $ 1,000 $ 1,157 $ - $ 704
$ 4,000 $ - $ 9,000 $ - $ 2,200 $ - $ 5,000 $ - $ 4,000 $ - $ 4,693 $ 6,612 $ 3,500 $ 7,753 $ 2,700 $ 4,818
$ 4,000 $ - $ 2,800 $ - $ 2,800 $ - $ 4,500 $ - $ 4,000 $ - $ 4,000 $ 5,249 $ 1,700 $ 6,868 $ 1,500 $ 3,439
$ 1,500 $ - $ 1,000 $ - $ 1,000 $ - $ 1,500 $ - $ 1,200 $ - $ 2,500 $ 4,489 $ 2,500 $ 3,111 $ 1,500 $ 4,708
$ 1,000 $ - $ 1,100 $ - $ 1,100 $ - $ 1,100 $ - $ 1,000 $ - $ 1,000 $ 1,482 $ 850 $ 1,255 $ 650 $ 1,309
$ 4,000 $ - $ 1,000 $ - $ 1,000 $ - $ 1,000 $ - $ 1,000 $ - $ 4,000 $ 6,772 $ 2,000 $ 2,000 $ 1,000 $ -
$ 2,000 $ - $ 2,000 $ - $ 2,500 $ - $ 3,800 $ - $ 3,500 $ - $ 1,000 $ 2,000 $ 2,200 $ 3,358 $ 2,200 $ 3,582
$ 300 $ - $ 450 $ - $ 800 $ - $ 800 $ - $ 2,000 $ - $ 2,000 $ 777 $ 2,000 $ 1,329 $ 1,000 $ 1,679
$ - $ - $ - $ - $ 350 $ - $ 350 $ - $ 500 $ - $ 500 $ - $ - $ - $ - $ -
$ 600 $ - $ 600 $ - $ 600 $ - $ 650 $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ 750 $ - $ 500 $ - $ 500 $ - $ - $ - $ - $ - $ - $ 182 $ 500 $ 1,726 $ - $ 405
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ 1,500 $ - $ 2,000 $ - $ 2,000 $ - $ 2,000 $ - $ 5,000 $ - $ 5,000 $ 972 $ - $ 338 $ 4,000 $ -
$ - $ - $ 700 $ - $ 700 $ - $ 650 $ - $ 1,200 $ - $ - $ 1,268 $ 100 $ 238 $ - $ 2,220
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ 2,500 $ - $ 2,000 $ - $ 1,400 $ - $ 1,400 $ - $ 1,000 $ - $ 500 $ 1,649 $ 500 $ 1,048 $ - $ 1,339
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ 350 $ - $ 350 $ - $ 200 $ - $ 200 $ - $ 150 $ - $ 150 $ 98 $ 150 $ 144 $ 150 $ 198
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ 71,450 $ - $ 68,950 $ - $ 18,750 $ - $ 24,550 $ - $ 27,050 $ - $ 27,068 $ 33,057 $ 17,000 $ 30,324 $ 14,700 $ 24,401

$ 40,000 $ - $ 40,000 $ - $ 43,800 $ - $ 38,000 $ - $ 17,530 $ - $ 26,266 $ 15,139 $ - $ 49,200 $ 43,864 $ -

$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ - $ - $ 22,653 $ - $ 2,653 $ - $ 2,653 $ - $ 2,378 $ - $ 4,556 $ - $ 11,834 $ - $ - $ -
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ - $ - $ 5,800 $ - $ 4,550 $ - $ 5,170 $ 2,374 $ - $ 2,493 $ 9,400 $ -
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,885 $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ 40,000 $ - $ 62,653 $ - $ 46,453 $ - $ 46,453 $ - $ 24,458 $ - $ 37,877 $ 17,513 $ 11,834 $ 51,693 $ 53,264 $ -

$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ 148,850 $ - $ 137,600 $ - $ 81,100 $ - $ 138,760 $ - $ 101,540 $ - $ 81,290 $ 60,535 $ 148,944 $ 140,963 $ 211,750 $ -
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
$ 11,800 $ - $ 12,000 $ - $ 18,900 $ - $ 24,000 $ - $ 6,500 $ - $ 6,000 $ 6,377 $ - $ 12,358 $ - $ -
$ 160,650 $ - $ 149,600 $ - $ 100,000 $ - $ 162,760 $ - $ 108,040 $ - $ 87,290 $ 66,912 $ 148,944 $ 153,321 $ 211,750 $ -
$ - $ -
$ - $ - $ - $ - $ 18,000 $ - $ 18,000 $ - $ 10,000 $ - $ 10,000 $ 17,639 $ - $ 16,751 $ 2,850 $ -
$ - $ - $ - $ - $ - $ - $ (40,000) $ - $ - $ - $ - $ - $ 23,490 $ - $ - $ -
$ - $ - $ 2,437 $ - $ 2,437 $ - $ 2,437 $ - $ 2,378 $ - $ 12,034 $ - $ - $ - $ 3,631 $ -

$ 272,100 $ - $ 283,640 $ - $ 185,640 $ - $ 214,200 $ - $ 171,926 $ - $ 174,269 $ 135,121 $ 201,268 $ 252,089 $ 286,195 $ 24,401
$ 272,100 $ 283,640 $ 185,640 $ 214,200 $ 171,926 $ 39,148 $ (50,821) $ 261,794

$ (11,540) $ 98,000 $ (28,560) $ 42,274 $ (2,343) $ (26,999) $ (84,927) $ 142,353

-4% 53% -13% 25% -1% -13% -30% 99%
 Maintenance Budgets 2012 - 1998

1997/98
Budget Actual Budget Actual
$ - $ - $ - $ -
$ 2,700 $ - $ - $ -
$ - $ - $ - $ -
$ 1,500 $ - $ - $ -
$ 767 $ - $ - $ -
$ - $ - $ - $ -
$ 1,566 $ - $ - $ -
$ 1,000 $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ 4,000 $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ 1,200 $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ 150 $ - $ - $ -
$ - $ - $ - $ -
$ 12,883 $ - $ - $ -

$ 55,954 $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ 55,954 $ - $ - $ -

$ - $ - $ - $ -
$ 67,705 $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ 67,705 $ - $ - $ -
$ - $ -
$ 3,700 $ - $ - $ -
$ - $ - $ - $ -
$ 3,600 $ - $ - $ -

$ 143,842 $ - $ - $ -
$ 143,842 $ -