I. The Executive Officer, Administrative Office, and the Board of Directors
I. A. Executive Officer, Administrative Office, and the Board of Directors
Relationship to Institutions Hosting the Executive Officer and the Administrative Office
The Society contracts with the host institutions for the purpose of securing time and talent of employees of the
host institutions to manage the affairs of the Society. The Society negotiates an agreement with the institution
hosting the Executive Office. The Society negotiates an agreement with the institution hosting the
Administrative Office as well. According to the bylaws, the Board of Directors shall designate by their action the
person or persons responsible for crafting the agreement and contracts between host institutions and the Society.
The Board of Directors, or those persons given authority by the Board to sign such contracts, must approve the
contracts.
In 2008 the Society agreed to have separate contractual arrangements for the Executive Office and the
Administrative Office. The Administrative Office, which represents the larger portion of the budget, will be
hosted for the calendar years 2009, 2010, and 2011 by the University of Tennessee, Department of Sociology.
The contract to host the Administrative Office provides the benefit to the University of Tennessee of a Graduate
Associate position to award to a student as well as a sum awarded to the Department of Sociology for providing
the host institution. Salaries to the Administrative Office staff are paid through the University, according to
guidelines set by the University for these positions. If the salary approved by the Society is higher than the
guidelines approved by the University, the difference is paid directly to the person. All employees of the
Administrative Office are considered employees of the University with rights and duties associated with such
appointments. The Head of the Department of Sociology serves as the contract officer and has responsibility of
making sure that the Society and the University fulfill the terms of the contract. The University of Tennessee
agreed to waive the customary overhead on the contract for these years. Fringe benefits for the persons filling the
positions in the Administrative Office are the same as other employees of the University of Tennessee and are
paid by the Society. The Executive Officer and the Board of Directors have the responsibility of reviewing the
Administrative Office contract according to the Bylaws.
In 2008, the Executive Officer wrote a separate contract covering his relationship with the Society and agreed to
fulfill the responsibilities associated with the position. This agreement represented a change from the previous
contracts with the University of Tennessee where the Executive Officer served as the contract officer and as an
employee of the University of Tennessee. Changes in the document below represent the approach of the Society
in the sense of having separate contracts for the Executive Officer position and the Administrative Office
positions. The Society still expects the Executive Officer and the Administrative Office positions to work
closely. Electronic means of communication as well as the telephone have made geographical separation of the
positions possible. Regular, often daily communication, between the offices occurs and is expected in the normal
operation of the Society.
Until 2009 the same institution hosted both Offices. By negotiating a contract like those written with granting
agencies and foundations, the funds of the Society may be channeled through the host institution’s financial
structure. The Society’s operations may then be recognized by the larger community as a part of the operation of
the host educational or non-profit institution. Fringe benefits provided to the persons who work for the Society
are the same as those provided to other employees of similar status in the host institution. The provision of fringe
benefits in this fashion saves the Society from having to deal with negotiating separate contracts with health
insurance, pension, and related fringe benefit providers. In addition, since the employees are paid through the
host institution, the Society does not have to keep financial records on Social Security payments or withhold
federal income tax. The host institution does this when it pays the employee. Currently in addition to the
Executive Officer and Administrative Officer, the work of the Society requires a half-time Administrative
Assistant and a Graduate Research Associate.
Overhead is a negotiable item given the non-profit nature of the Society. The current contract waives overhead
costs. The host institution provides the Society with operation space, a tuition waiver for the Graduate Research
Associate, and utilities without charge. As a further incentive for bringing the Society to the host institution, the
host institution agreed to provide office furniture and a laser printer when the Office moved to its current
location.
This type of contractual arrangement with a larger host institution makes it possible for the Society to benefit
from services provided to academic departments such as service contracts on equipment and access to
information technology services. Charges to the Society are comparable to charges made to the host academic
unit (currently, the Department of Sociology). Sharing facilities can benefit both the host academic unit and the
Society. Copying materials costs less since the Society does not have to maintain its own copy machine, but
purchases copies from the Department of Sociology, if needed. The purchase of equipment and supplies are
sometimes made through the University at substantial savings.
Executive Officer
The Appendix contains the detailed job description for the Executive Officer.
Administrative Officer
The Administrative Officer is the only full time employee of the Society through the host institution. The
Administrative Officer is responsible for the day to day oversight of the work of the Administrative Assistant
and the Graduate Research Associate, and interacts directly with the Society’s officers, committee
members, and the division chairs. Since 1993, the Administrative Officer has contracted with the Society to act
as the Meeting Manager. The Administrative Officer keeps the financial records of the Society according to
instructions of the Budget, Finance, and Audit Committee and the auditors of the Society’s books. The
Administrative Officer maintains records on the current activities of the Society and sends historical material
(records more than 5 years old) to the Society’s archive in Special Collections at Brooklyn College. The
Administrative Officer orders supplies and sees to the maintenance of the office equipment used by the staff.
The Administrative Officer provides administrative support to the Executive Officer, if needed. If a separate
Meeting Manager is employed, the Administrative Officer will serve as the key coordination point between
activities of the Administrative Office and the Meeting Manager in preparing for the meeting. The Appendix
contains the detailed job description for the Administrative Officer.
Membership Matters
The Administrative Office is responsible for maintaining current membership records gathered from the initial
membership application and the membership renewal forms. The current database contains current membership
information including: Member ID number, current membership year, the date the record was created (i.e., when
the member first joined), special problems division memberships, membership brochures requested, willingness
to serve on various committees; contact information including: name, address, country, home, mobile, fax, and
work numbers, and email address; demographic information including ethnicity, gender, type of affiliation;
privacy and communication preferences; and financial information that is now tracked over time including: dues
amount and dues category, contributions to various awards/funds, extra division fee, and international mail fee,
method of payment, and payment date. Members can log in to the website and update their contact information
at any time.
The Administrative Office is responsible for contacting members and urging them to renew their membership. In
October, the first renewal is sent via email to all current members and members from the previous year,
encouraging them to renew for the upcoming year. After three weeks, a renewal form is mailed to those who
have not renewed, and also to emeriti and sustaining members who do not owe dues. The membership renewal
form gives emeriti and sustaining members the opportunity to update contact and membership information. The
Administrative Office sends additional renewal notices in January and May. The membership renewal notices
include a letter from the President. An automated receipt is sent by email when a member joins or renews their
membership.
In addition to membership renewal, the Administrative Office and the Executive Officer work with the
Membership Committee and the publisher of Social Problems to promote membership in the Society. The main
tools for membership promotion are the membership brochure and flyers. The brochure design and contents are
completed by the Administrative Office in cooperation with the publisher of Social Problems and the
Membership Committee Chair. The distribution of brochures to potential members has been accomplished in a
variety of ways. These include: direct mail with a cover letter signed by the Membership Committee Chair or
President to membership lists purchased from other professional associations, lists exchanged with other
organizations, or lists provided by members. Brochures and promotional flyers are available upon request for
members to distribute at other social science organizations annual meetings. This method has occurred most
frequently with regional societies. Brochures and promotional flyers have been mailed to Departments that have
graduate degree programs in Sociology and to each SSSP member with a request that they pass them on to a
potential member. Direct contact between a member and a potential member has been shown to be most
effective in securing new members.
The Administrative Office emails our mailing list to the press that publishes Social Problems shortly before each
issue is distributed, including those who should receive the journal as directed in the bylaws. Members from the
previous year may receive the first issue of the current volume year only, and then they are removed from
eligibility for paper or electronic copies until dues for the current year are paid. New members begin receiving
the current volume year at the time of application. All current members have electronic access to the current and
back issues of Social Problems.
The Administrative Office receives a number of requests for our membership list from publishers of books and
journals. Unless the member has requested that his or her name not be distributed, we provide our mailing list to
the firm for a fee, on a one-time use basis.
Every year, following the Annual Meeting, the Administrative Office produces a roster of Officers, Committees,
and Division Chairpersons. The roster is distributed to those listed in it and to other members upon request via
email. The roster is a valuable tool for working with the core leadership of the Society.
Mailings
The following mailings are processed by the Administrative Office: division elections, Social Problems Forum:
The SSSP Newsletter, the Society-wide election, special mailings requested by the President or Board of
Directors, the Call for Papers and the student paper competition flyer poster, pre-registration materials for
program participants, and the preliminary program for the Annual Meeting. Whenever possible and approved by
the Board, the Administrative Office uses electronic distribution of publications and information for the
membership.
The Society uses the bulk mailing permit of the current printer. Bulk mailings cannot be used for foreign
addresses. This increased cost is reflected in the mailing fee charged to members outside of the United States
Financial Matters
The financial records of the organization are kept by the Administrative Officer and reviewed quarterly by the
Executive Officer, Budget, Finance, and Audit Committee, and the Board of Directors. An annual audit of the
financial records is conducted by an independent accounting firm in April. The accounting firm prepares the tax
returns and advises us as to changes in tax laws pertaining to our operations. The audit is completed so that the
results may be reviewed with the auditor by the Budget, Finance, and Audit Committee during its annual spring
meeting. Fees for the accounting services as well as maintenance of the accounting software are included in the
annual budget for the Administrative Office.
The financial year of the Society runs from January 1 to December 31. The books for the preceding year are
closed by March 1 of the current year. The Society uses the accrual accounting method and Open Systems
accounting software to maintain the records of income and expenditures. The Society’s budget operates with
accounts set to correspond to the major functions of the organization. Subdivisions within these major categories
are added as needed in consultation with the accounting firm and the Budget, Finance, and Audit Committee.
Major sources of income are: Membership Dues, Journal and Publications, Annual Meeting, Contributions,
Investment Income, and Other Income. Major expenditures are: Executive Officer, Administrative Office,
Journal and Publications, Annual Meeting, Committees, Special Problems Divisions, Board Governance,
Investment Gains and Losses, and Board Restricted Expenses.
The Administrative Officer in conjunction with the Treasurer and Executive Officer manages and monitors the
Society’s reserve monies and operating accounts in checking, savings, money market accounts, certificates of
deposit, mutual funds and other accounts. The convention has been to consult with the Treasurer and the Budget,
Finance, and Audit Committee Chair before making short-term investments. Long-term investment decisions
are made by the Budget, Finance, and Audit Committee and held directly by the Society. All investment
decisions are subject to review and are guided by a stated investment policy adopted by the Board of Directors.
The Society is incorporated as a non-profit corporation in the state of Indiana and reports annually to that state
office. Accordingly, the Administrative Office must file forms each year with the appropriate state agencies in
Indiana, reporting on the activity of the corporation. The Society is recognized by the U.S. Government as a nonprofit
corporation and has 501 c 3 status with the Internal Revenue Service. Appropriate tax forms detailing the
financial activities of the Society must be filed each year. The accounting firm conducting the annual audit
prepares these forms as well as those required by the state of Indiana. The Society is also exempt from sales tax
in the state of Tennessee.
Processing Checks and Credit Card Transactions
The Graduate Research Associate opens the mail, codes each check, photocopies the checks, and prepares the
deposit slip. The Administrative Officer verifies the coding of each check and prepares a spreadsheet containing
the name, check #, amount of check, breakdown of each item, and makes the deposit.
The Graduate Research Associate processes credit cards received via US Postal Service. Online credit card
transactions are processed through Authorize.Net. Authorize.Net closes and settles each batch daily. The
Administrative Officer verifies each transaction and prepares a spreadsheet containing the name, credit card type,
transaction amount, and breakdown of each item.
The Society’s Disaster Recovery Plan Specific to the Accounting Functions
The current accounting programs are in the same version as the Society’s. As a result, it was only necessary to
copy the data to the recovery system.) The existing data were moved and the Society’s data placed on the
system. All mission-critical functions were tested, including general ledger transaction entry, reporting, and
accessing of all prior years of history (1994-2008). Additionally, trial balance reporting and financial statement
reporting were also tested. The accounts payable invoice entry, posting, and check processing functions were all
tested. All tests were successful with no issues.
Should an actual situation occur where disaster recovery was in place, the data would be copied to the recovery
system as well as 3 printer-related files that would ease the transition from one printer to another and maintain
the Society’s special printer configurations. These files are contained within the folders that are backed up when
performing the osas7.52 (entire folder) backup. The actual recovery time (time required to begin processing)
should be less than one hour, depending upon the amount of data files being copied to the recovery system and
any printer tweaking that might be involved.
In addition, the Society purchased the Administrative Officer a Maxtor One Touch Backup and flash drive that enable
the backup of the majority of the mission critical programs and data including the accounting programs and data.
The flash drive is always maintained with the Administrative Officer. In November 2009, the Administrative Officer
signed with Mozy Pro, an online backup service. The Administrative Assistant and the Graduate Research Associate
utilize an external hard drive to backup their files.
I. B. Annual Meeting
I. B. 1. Management of the Annual Meeting
History
One of the largest responsibilities confronting the Society each year is the task of managing the Annual Meeting.
Because this task had become so time-consuming and specialists in conference management existed at the time
the Executive Office was moved to its current location, it was agreed that a Meeting Manager would be secured.
Prior Executive Officers had tried having an outside firm or person manage the book exhibit. The firm helped
with registration and small aspects of on-site conference management during the Annual Meeting. In general,
these prior experiences had not proven very successful.
Since moving the office to the University of Tennessee, three different techniques of managing the meetings have
been used. The first was to contract with a firm that provided meeting management services located in the same
city as the Executive Office. This contract was negotiated with a firm that had managed a book exhibit for the
Society for several years. They offered a bid, but a Knoxville firm offered a better one. After an initial
agreement with the Knoxville firm, the firm withdrew from the contract and the Society contracted with a former
employee of the firm who had been working with the Society on the Annual Meeting. This proved satisfactory
for the first year, but some inexperience with running various aspects of the conference and relationships with the
hotel were less than satisfactory.
Next the Society tried contracting with a firm in the same city as the conference location. In this instance, the
Society found an individual who had been a member of the Society, who had substantial contacts with social
action organizations in the city in question. This individual helped organize a profitable workshop, both
intellectually and monetarily, for the Society. This person served as Local Arrangements Chair and helped the
Society to move forward. Since this individual was so successful, the Society employed him and his firm again
the following year but for a conference location at a distance from both the Meeting Manager and the Executive
Office. This did not work as well and the staff of the Executive Office felt that coordination problems and
communication problems emerged.
During the second year the workshop was not as profitable although substance and reaction remained strong. In
addition, it became clear that having a person who could understand the needs of the Society on-site to help with
local arrangements was an important advantage. It became equally clear that such a person would have enough
demands on their time to merit some compensation for their work. Further, although sympathetic to the idea that
workshops for training people in the area were a reasonable use of teaching skills and knowledge, the Society
had a problem with adequately promoting the workshop as promotion required many local contacts.
The Administrative Officer hired in 1992 had experience in working with conferences. She offered her services
as Meeting Manager at an attractive fee. Currently, the management of the Annual Meeting is under contract to
the Administrative Officer at a separate fee.
The Society recognized that the task of Local Arrangements Chair required time and effort beyond that required
of other volunteers. As a result, compensation was proposed for this person. The Local Arrangements Chair
serves as a liaison for the Meeting Manager between various firms located in the host city with which the Society
must do business in arranging the conference.
Responsibilities
In connection with the Annual Meeting, the Administrative Office handles all tasks associated with preregistration,
on-site registration including registration workers, and the preparation of the preliminary program
and final program. The Administrative Officer is responsible for negotiating a contract with a travel agency that
will offer special discounted fares to the meeting site and a contract with a rental car agency that will offer
special rental car rates, and for determining the complimentary rooming list and other amenities. The Executive
Officer has oversight responsibilities of the performance of all staff and must report to the Board of Directors in
that regard.
The Administrative Officer, Executive Officer, Administrative Assistant, and the Graduate Research
Associate are responsible for all money received at the Annual Meeting. The Administrative Officer keeps a
financial record of the daily receipts from registration and other conference sales.
For several years, the Society has been utilizing graduate students as registration staff at the Annual Meeting. In
return for their services, the students are provided a complimentary shared room for three nights. They are
expected to pay conference registration fees and be a current member. In return for these benefits, students are
expected to work 12 hours at registration. Duties include preparation of packets for registrants, taking attendance
at sessions, or other tasks assigned by the Meeting Manager or the Administrative Assistant.
Currently, the Administrative Office has to spend much time in follow-up with persons who do not pre-register in
a timely fashion. The 2000-2001 Board of Directors passed the following motion, “The SSSP Office will
identify, at the end of each annual meeting, those participants who failed to pay registration fees. Those nonpaying
participants will be notified next year that if they submit proposals for the program and fail to pay the preregistration
fees, they definitely will not be placed on the program.”
Financial Considerations
The cost of the Annual Meeting runs far above the receipts for that activity. One area which causes cost overruns is
the rental of audio-visual equipment. Prior to the 2004 Annual Meeting, the Society provided an overhead projector
in each session with the exception of round table sessions. In 2004, the Society purchased an LCD projector.
Program participants had to submit a request to use the projector by January 31. In 2007, the Society purchased an
additional LCD projector. Program participants had to submit a request to use the projectors by January 31. This
practice was very cumbersome. In 2008, the Board of Directors voted to provide an LCD projector and overhead
projector in each session with the exception of round table sessions. At the 2009 Annual Meeting, the Board of
Directors voted to provide an LCD projector in each session with the exception of round table sessions. The
rationale for the removal of the overhead projectors is because most presenters prefer to use an LCD Projector. Any
additional audio-visual equipment must be paid for by the meeting participant. Another area of financial loss is
reduced registration rates, provided to students and low-income members. As it stands, regular registration is not
enough to subsidize the cost of attending the Annual Meeting. A third area of significant expense is the stipend for
the Meeting Manager and the honorarium for the Local Arrangements Chair.
Workshops
Workshops targeted at persons who work in social problems related organizations were held at the 1991
Cincinnati, 1992 Pittsburgh, 1993 Miami, and 1994 Los Angeles meetings. Topics varied. In Cincinnati,
workshops were conducted on gangs and homelessness. In Pittsburgh and Miami, workshops were held on
violence against women. In Los Angeles, a workshop was held on children’s issues. These workshops were
uniform in one respect. All members involved agreed that the content of the workshops was excellent.
Several problems involving workshop organization, follow-up and promotion were evident. First, workshops
have the advantage of increasing awareness of the Society among a non-academic population that is sympathetic
to the purposes of our organization. Second, they give something back to the host community where our Annual
Meeting is located. Third, they can increase attendance at the meeting, increase our room pickup at the hotel and
increase revenue for the Annual Meeting. On the negative side, the Program Committee does not think in terms
of how useful a topic might be to organizations related to social problems. As a result there may be tension
between the program theme and the workshop(s) offered. A list of persons or agencies within travel distance of
the Annual Meeting must be compiled. Publicity must be initiated in an effort to reach potential attendees in a
timely manner. Workshop information needs to be in the hands of community organizations at least three months
in advance of the workshop. Given this lead time, this means that the workshop format and workshop leaders
must be in place no later than six months in advance of the workshop to give adequate time for the preparation of
publicity. This means that recruiting of the leaders and planning of the workshop must start no later than one
year in advance of the proposed workshop. A budget for the workshop must be prepared at that time. Often
workshop leaders must be compensated through travel money and/or honoraria. Frequently, members of the
Society speaking in their own areas of expertise will donate their services to promote the work of the Society.
Complimentary Rooms
The Society receives some complimentary rooms on the basis of the number of room nights reserved by
members (currently, 1 complimentary room per 45 room nights booked). These rooms are allocated to persons
who must attend the Annual Meeting to fulfill their commitments to the Society. If additional complimentary
room nights are available, they are allocated to defray the costs of running the Annual Meeting. The traditional
list for receiving complimentary rooms during the Annual Meeting is: President, President-elect, Secretary,
Treasurer, Editor of Social Problems, Executive Officer, Administrative Officer, Administrative Assistant, and the
Graduate Research Associate.
I. B. 2. Duties of the Meeting Manager
Hotel
•Work with the hotel Sales Manager to ensure that SSSP receives all concessions identified in the hotel contract.
•Secure reservation information from the hotel.
•Arrange room set-up requirements for all sessions and catered events.
• Plan menus and coordinate catered events for: Board of Directors Meetings, Board of Directors Dinner,
Committee Meetings, Editorial Board Luncheon, Division Sponsored Reception, Past Presidents Reception,
Welcome Reception, Business Meeting, Presidential Address, and any additional food service functions.
• Review the master account with the hotel Credit Manager to determine compliance with contract provisions,
and make sure that all charges belong to the Society and secure adjustments when appropriate.
• Arrange with the Reservations Manager for hotel reservations for officers and VIP’s.
• Design and implement a Roommate Matching Service.
Pre-Registration/On-Site Registration
• Recruit volunteers to work during on-site registration.
• Coordinate work schedule for volunteers.
• Provide the Treasurer and Executive Officer with copies of all requests to disburse funds. They will authorize
cash distribution of funds apart from petty cash.
• Compile materials that will appear in registration packets. (final program, restaurant guide, proposed resolutions,
business meeting agenda, nomination form for elected offices, and flyer/map of the city).
Program
• Review the overall design for the program and front cover. Prepare front matter describing conference site,
activities and special events for the preliminary and final program. Special events will include: book exhibit,
film exhibit, banquet, child-care information, information on plane reservations and major driving routes, and
special features of the meeting site.
Audio-Visual Needs
• Secure a contract for audio-visual equipment by competitive bidding by April 15. Two bids must be secured.
Banquet
• Coordinate the menu/price, itinerary, room set-up, audio-visual needs, and ticket collection.
• Secure plaques or certificates for award winners.
Other
• Work closely with the Local Arrangements Chair. Provide guidance and expertise when appropriate.
• Report on the management of the meeting and assessment of the hotel performance to the Board of
Directors and at the Business Meeting.
• Provide on-site coordination of member requests and hotel services to insure a quality meeting.
I. B. 3. Duties of the Local Arrangements Chair
According to the motion of the Board of Directors, the Local Arrangements Chair’s tasks are to assist the
Meeting Manager. A $2,300 stipend for use as an honorarium or release time is given to the Local Arrangements
Chair. A $500 budget is provided for any expenses that the chair incurs. Receipts must be sent to the
Administrative Officer before reimbursement will be issued. The stipend can be paid on a monthly basis
(January - August) or in one payment at the Annual Meeting.
Hotel
• Serve as liaison between the Administrative Office and the conference hotel. Review the location of the
registration area, meeting rooms, book exhibit area, and special events prior to the site visit, if needed.
• Assist the Administrative Officer with contacting the Center for Independent Living to ensure the
hotel/meeting space is accessible, if needed.
Restaurant Guides
• Contact the American Sociological Association (ASA) to find out who will be coordinating the restaurant
guide. The Society purchases the guides from ASA.
Program
• Provide advice to the Program Committee, Executive Officer, and the Administrative Officer on the
development of the preliminary and final program. Write a brief “Welcome to the City” to be included
in the preliminary and final programs by March 1. Recruit a graduate student to write a brief “Welcome
to the City-The Graduate Student Edition” to be included in the preliminary and final programs by March 1.
Provide walking directions from the SSSP conference hotel to the ASA conference hotels by March 1. Offer
suggestions about special activities in the host city. Proof the preliminary and final programs.
• Assist the President, Program Committee, Executive Officer, and the Administrative Officer in planning
special activities such as tours of local sites of sociological interest, if needed.
Local Promotion
• Special efforts need to be made to encourage attendance from local colleges and universities within the
area. A list including the name and address of a contact person from each institution should be
forwarded to the Administrative Officer by mid-November. The Administrative Office will mail the Call
for Papers poster and other meeting-related announcements to each contact person.
• Ideas on how to encourage students and faculty from local institutions to attend the meetings will be
appreciated.
Media
• Notify the local newspapers, radio, television, and magazines at least three months prior to the Annual
Meeting. Obtain the name of the contact person who will be covering the meetings, if possible. Include
the list of contacts in the Local Arrangements Committee’s report to the Board of Directors.
• Prepare general press release in advance of the meeting (at least 3-4 weeks prior) to be circulated to all
area media and area colleges and universities. The President, Executive Officer, and Administrative
Officer must approve the press release before it is circulated.
Transportation to the ASA Hotel
• Transportation may be needed to and from the Society’s conference hotel and the ASA’s conference
hotels. Through competitive bidding (at least two providers) secure a contract for transportation, if
needed.
Book Exhibit
• Receive books and promotional materials from various publishers, if needed. The Scholar’s Choice will
manage the book exhibit.
Other
• Provide the President and Administrative Officer with a list of five AIDS organizations in the area by
March 1. The President will select an organization to be the recipient of our AIDS Fundraiser.
• Receive and store advance materials for the Annual Meeting. These could include: registration
materials, bags, books, final programs, restaurant guides, and materials for the book/film exhibit.
• Coordinate transfer of the materials to the conference hotel with the Administrative Officer.
• Assist the Administrative Officer with registration set-up (includes stuffing registration bags).
• Prepare and present a report to the Board of Directors outlining your activities during the past year.
• Coordinate and attend the Board of Directors’ Dinner. The restaurant needs to be in close proximity to
the hotel (walking distance preferably.) The cost per person should not exceed $55. Approximately, 18
people will attend. Negotiate the menu (include vegetarian options). The Administrative Officer will be
available for consulting. Have suggested restaurant sites ready for review at the site visit.
• If the Reception Honoring our Past Presidents and the Awards Banquet are held offsite, work with the
Administrative Officer to find a suitable location.
I. C. Board of Directors
Introduction
The duties of the Board of Directors are to manage the affairs of the Society. The President, Vice-President,
President-Elect, Vice-President Elect, Immediate-Past-President, seven executive members, the Secretary, the
Treasurer, and the Chairperson of the Council of the Special Problems Divisions are voting members of the
Board of Directors. All actions of the Board of Directors will be reported promptly to the membership by mail
bulletins or through publication in periodical newsletters. The membership reviews the actions of the Board of
Directors at the regular Annual Business Meeting.
The Board of Directors is the only body of the Society to authorize official statements in the name of the Society.
When such statements are thought controversial, they are first submitted to the membership for authorization at
the Annual Meeting or by electronic mail or mail ballot, if requested. All statements not authorized are subject to
critical review after issuance by the Society’s Annual Meeting.
The current Board of Directors will meet the day preceding the Annual Meeting and the first day of the Annual
Meeting. The current Board and the newly elected Board of Directors will meet the last day of the Annual
Meeting.
Management of the Affairs of the Society
Executive Officer and Administrative Officer
The Board of Directors determines if it is desirable to have an Executive Officer and/or an Administrative
Officer. Such persons report to the Board of Directors or to those persons or offices that the Board designates.
These positions have been utilized by the Board of Directors to carry out the ongoing activities of the Society.
They traditionally report annually to the Board of Directors, but could be required to report more frequently. A
variety of duties have been delegated to the Executive Officer and Administrative Officer as has been indicated
above. These two positions have been compensated by the Board of Directors and, in practice, compensation for
the positions has been recommended by the Budget, Finance, and Audit Committee. The bylaws instruct the
Permanent Organization and Strategic Planning Committee to serve as the personnel committee for the Society.
(In most organizations, an evaluation of performance and a recommendation for a salary increase would first
come from the personnel committee and be evaluated by the Budget, Finance, and Audit Committee.) The
Permanent Organization and Strategic Planning Committee is given broad instructions on reviewing the
performance of volunteer participants as well as the performance of paid staff in the interest of “more efficient
achievement of organizational objectives” (see Article VI. Section 14 of the bylaws). Section I. A. of this manual
provides a description of the work of the Executive Officer and Administrative Officer. Detailed job descriptions
can be found in the appendix. Other sections deal with responsibilities of volunteer officers and committee
members.
Officers
Each of the major officers reports annually to the Board of Directors. The President presents a report of activities
and responsibilities in the form of specific initiatives for Board approval. The Vice-President reports on
resolutions and any other assigned duties. The Secretary provides the minutes and any other assigned duties.
The Secretary also prepares the summary of major Board actions for presentation at the Annual Business
Meeting. The Treasurer reports on the financial operation of the Society as compared to the budget established
by the Board of Directors after reviewing the recommendations of the Budget, Finance, and Audit Committee.
The Chairperson of the Council of Division Chairs reports on the activities of the various divisions.
Committees
A large portion of the work of the Society is done by committees. Many of the committees report to the Board of
Directors at the Annual Meeting, particularly if their report requires action by the Board. In the event that no
action is required, the committee’s report may be reviewed by the Board of Directors before publication on the
Society’s website.
All committees are to provide minutes of their meetings to the Administrative Officer, as well as reports of all of
their activities. These minutes and reports should be provided in electronic form so as to be easily stored,
accessed, and disseminated. The Administrative Officer will make sure that each committee chair will have a
copy of, or easy access to, the previous year’s minutes and reports for their respective committee meeting. The
Administrative Officer will develop an electronic data retrieval system that can be accessed from the Society’s
website. This data retrieval system will contain all of the minutes and reports of the Society and will be easily
accessible.
Annual Business Meeting
This meeting is a time for direct reporting to the membership on the administration of the Society.
Special Problems Divisions
Divisions vary greatly in strength and activity. The Board of Directors communicates formally with the divisions
through the Chair of the Council of Division Chairpersons. Specifically, the Board of Directors needs to be
concerned about the continued viability of a division. The Executive Officer will notify the Board and Council
on Division Chairpersons when a Special Problems division has repeatedly failed to engage in required division
activities during the preceding year such as holding its annual business meeting, holding its biennial election,
publishing its division newsletter, or if the division experiences membership decline below the required number
of 150 members (see Society bylaws). At this time, the Board will consider placing the division on probationary
status. Then, if the division requirements are not met by the following year, the Board and Council of Division
Chairpersons will vote on whether or not to deactivate the division. As scholarly interests change, the Board of
Directors is charged with establishing new divisions as discussed in Article VI, Section 1 of the bylaws. A
substantial number of members choose to relate to the Society primarily through the Special Problems Divisions.
The Society encourages this specialization by making the divisions responsible for a large share of the program
at each Annual Meeting and by giving the Council of Division Chairs responsibility to nominate the major
officers of the Society. For more details on divisions, see Section III of this manual.
I. D. Selecting the Executive Officer, the Administrative Officer, and the Administrative Office
Every two years, commensurate with the site visit of the Permanent Organization and Strategic Planning
Committee, the Board of Directors will evaluate the effectiveness and general desirability of maintaining current
arrangements relative to the Administrative Office, Executive Officer, and the Administrative Officer. This
evaluation will take into consideration the site report from the Permanent Organization and Strategic Planning
Committee and any other information the Board is able to obtain. Should the Board decide a change is needed in
any or all of the above office entities, or should there be a vacancy (ies) for other reasons, the following
procedures will be followed. It is hoped that the Executive Officer will give sufficient (preferably two calendar
years notice but at least one calendar year) notice.
Selecting the Executive Officer
1. Once it is determined that the Executive Officer position is to be vacated, and that a replacement is
desirable, the President of the Board will solicit nominations and applications for the Executive Officer.
Ordinarily, the decision to begin a search will occur at the annual meeting that marks the end of the
organizational year--call this Year 1. An invitation will go out to all members and all Sociology
Departments and other participating interdisciplinary programs. Advertisements will be posted in all
SSSP information documents (newsletter, journal, website, etc.), in the ASA Footnotes, The Chronicle of
Higher Education, newsletters of other national and regional professional organizations (e.g.,
Sociologists for Women in Society, American Society of Criminology, regional sociological societies),
and other appropriate non-sociological venues to ensure a broad and diverse pool of applicants,. These
advertisements should refer potential applicants to the detailed description of the Executive Officer’s
position posted on the SSSP website. Interested SSSP members in good standing may apply by
submitting a letter of interest, CV, a proposed budget, and a letter of support from the applicant’s
Department Chair and/or corresponding Dean of the prospective host institution, or appropriate official
with budgetary authority in prospective nonacademic host institutions. The names and complete contact
information of three other references must also be provided. The letter of interest should include what
support the host institution is willing to provide for the prospective Executive Officer. Institutional
support should be corroborated by the letters from the Dean and/or Department Chair, or appropriate
official with budgetary authority in nonacademic institutions. Under ordinary circumstances, the
deadline for submitting applications should be December 15 of Year 1, that is, the year before the annual
meeting at which the top 3 applicants will be selected. Applications will be submitted to the
Administrative Officer, who will distribute them to the Permanent Organization and Strategic Planning
Committee (POSPC).
2. The POSPC, working in consultation with the Board and the Treasurer, will screen applications. This
screening will take into consideration the protection/promotion of affirmative action and cultural
diversity interests, as well as the qualifications of the applicants and the resources available from the
applicants’ institutions. Members of the POSPC may contact applicants and request additional
information.
3. Prior to March 1 of Year 2, the POSPC will recommend up to three applicants to the Board for review
and approval; at the same time, the Board should receive a list of all applicants for the position. If the
Board is not satisfied with the three recommended applicants, they may request that the POSPC
reconsider its recommendations until agreement between the POSPC and Board is reached on a list of up
to three finalists. These finalists will be notified by the POSPC that they will be interviewed at their
home institutions by a subcommittee consisting of the chair of the POSPC and two Board members no
later than June 15, and by the Board as a whole at the upcoming annual meeting. The subcommittee will
submit a report to the Board no later than July 15 that includes the site visit and interview protocol used,
a detailed assessment of each candidate as the potential SSSP Executive Officer, an assessment of the
institutional support of the candidate based on interviews with relevant officials, and the subcommittee’s
recommendation(s).
4. Arrangements will be made by the Administrative Officer and Meeting Manager so that during the Year
2 annual meeting and the Board will interview the finalists. (The Administrative Officer may be called
upon throughout the entire process for assistance in coordinating the various activities.) The Board will
use the subcommittee’s report and recommendations, as well as the information obtained from its own
interviews, to make a final selection of the Executive Officer.
5. The President of the Board will contact the successful applicant and offer him/her the position. Once the
applicant has accepted the position appropriate steps will be taken to ensure a smooth transition. This
may involve the new Executive Officer spending time at the Administrative Office, and working with the
Administrative Officer to gain familiarity with the day-to-day management of the Society, and with the
outgoing Executive Officer to gain understanding of the duties and responsibilities of the position.
Selecting the Administrative Officer
Although in the past, it was assumed that the Administrative Officer would be located at the same site as the
Executive Officer, that assumption is no longer necessary give modern communication capabilities and
corresponding working arrangements. The POSPC, working in consultation with the Board and the Treasurer,
will develop a recruitment and selection procedure for a new Administrative Officer that is similar to procedures
outlined for the Executive Officer position described above. If both the Executive Officer and Administrative
Officer positions are being vacated at the same time, then these two selection processes may be run
simultaneously or institutionally coupled. However, such coupling is not necessary. If there is an Executive
Officer at the time that the Administrative Officer position becomes vacant, the Executive Officer will serve as a
temporary non-voting member of the POSPC in order to participate in the search process.
Selecting the Administrative Office
Should the University of Tennessee discontinue its contract with the Society, it will be necessary to locate a new
institutional home for the Administrative Office. Should this occur, the POSPC will work in consultation with
the Board and the Treasurer to develop selection procedures.