I. A. Executive Officer and the Administrative Office

I. A. 1. Statement Concerning Indirect Costs/Overhead Costs/Fees in SSSP Contracts

I. A. 2. Membership Matters

I. A. 3. Voting

I. A. 4. Mailings

I. A. 5. Society Listserv

I. A. 6. Financial Overview

I. A. 7. Statement of Investment Objectives and Policies

I. A. 8. Guidelines for Investing Reserve Funds in Community Development Financial Institutions

I. A. 9. Operating Reserve Policy

I. A. 10. Purchasing, Payables, and Cash Disbursements

I. A. 11. Revenues, Contributions, and Cash Receipts

I. A. 12. Systems and Disaster Recovery Plan Specific to the Accounting Functions

I. A. 13. Policy for Discarding Old SSSP Desktop and Laptop Computers

I. B. Annual Meeting

I. B. 1. Management of the Annual Meeting

I. B. 1. A. Accessibility Services Approved Policy

I. B. 2. Duties of the Meeting Manager

I. B. 3. Duties of the Local Arrangements Chair

I. C. Board of Directors

I. C. 1. Conflict of Interest Policy

I. C. 2. Qualifications for Holding Society Positions

I. C. 3. Removal of a Board Member

I. C. 4. Statement on Academic Freedom, Freedom of Speech, and Due Process

I. C. 5. Statement and Policy against Discrimination and Harassment

I. C. 6. Workplace Sexual Harassment Policy

I. C. 7. Statement on Funding Requests by Other Groups and Organizations

I. C. 8. Statement for Handling Matters Needing an Immediate Response

I. C. 9. Statement for Handling New Awards 

I. C. 10. Statement for Facebook Pages

I. C. 11. Statement for Handling Unspent Funds

I. C. 12. Statement on Annual Meeting Accessibility

I. C. 13. Setting Mail Ballots for Membership

I. C. 14. Timely Statements

I. D. Selecting the Executive Officer, the Administrative Officer, and the Administrative Office

I. A. Executive Officer and the Administrative Office

Relationship to Institutions Hosting the Executive Officer and the Administrative Office

The Society contracts with the host institutions to secure the time and talent of their employees to manage the affairs of the Society.  According to the By-laws, 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.

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.

The contract to host the Administrative Office provides the benefit to the University of Tennessee of a Graduate Research Associate position for a UTK graduate student and a sum awarded to the Department of Sociology for hosting the Society.

Salaries to the Administrative Office staff are paid by the Society 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, benefits, 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 Society compensates the contract officer for these duties.  The University of Tennessee agreed to waive the customary overhead on the contract.  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 By-laws.

In addition to the Executive Officer and the Administrative Officer, the work of the Society requires a full-time Assistant to the Administrative Officer, a half-time Information Technology Specialist, and a half-time 9-month Graduate Research Associate.

The Society provides the Graduate Research Associate's tuition waiver for two semesters (Fall/Spring) through the Department of Sociology and the Society will cover educational expenses for staff and reimburse the Department of Sociology should staff take classes during this contract period.  All staff members and the Graduate Research Associate work remotely from home.  The board approved that the Society should sign another five-year contract with the University of Tennessee, effective 1/1/22–12/31/26.

Executive Officer

The Executive Officer is responsible for ensuring that the work of the organization is carried out and policies established by the Board of Directors are implemented.  The Executive Officer is also responsible for representing the organization to the public and for coordinating with other organizations.  The Executive Officer is responsible for supervising the work of the Administrative Officer.  The Executive Officer pays for their membership and SSSP covers their annual meeting registration. The Appendix contains the detailed job description for the Executive Officer.

Administrative Officer

The Administrative Officer and the Assistant to the Administrative Officer are the only full-time employees of the Society through the host institution.  The Administrative Officer is responsible for the day-to-day oversight of the organization.  The Administrative Officer works with the Assistant to the Administrative Officer, Information Technology Specialist (part-time 12-month), and the Graduate Research Associate (part-time 9-month), and interacts directly with the Society’s officers, committee members, and the division chairs.

The Administrative Officer keeps the financial records of the Society according to the 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.  Prior to 2019, the Administrative Officer sent historical material (records more than 5 years old) to the Society’s archive in Special Collections at Brooklyn College Library.  Following a conversation with the Associate Archivist, they no longer want to receive the Society's "non-archival" records.  The Administrative Officer stores records in her home office for 5 years.  After that time, the records will be properly discarded.

The Administrative Officer provides administrative support to the Executive Officer, if needed.  Since 1993, the Administrative Officer has contracted with the Society to act as the Meeting Manager.  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.

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I. A. 1.  Statement Concerning Indirect Costs/Overhead Costs/Fees in SSSP Contracts

The Society for the Study of Social Problems does not pay indirect costs, overhead costs, or fees on any of its contracts.

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I. A. 2. Membership Matters

The Administrative Office is responsible for maintaining current membership records gathered from the initial membership application and the membership renewal form.  The 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), division memberships, willingness to serve on various committees and elected positions; contact information including: name, address, country, home, mobile, fax, and work numbers, and e-mail address; demographic information including ethnicity, gender, and type of affiliation; privacy and communication preferences; and financial information that is tracked over time (since 2007) 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 communicates via e-mail blasts with members who indicate that they want to receive group announcements from SSSP.  If a member selects: “I do not want to receive any group e-mails from SSSP, including division newsletters, preliminary program, and other announcements,” they are not included on the distribution list.

The Administrative Office is responsible for contacting members and urging them to renew their membership.  In mid-October, the first renewal is sent via e-mail to all current members and members from the previous year, encouraging them to renew for the upcoming year.  A follow-up renewal e-mail notice is sent in late Ocober.  In mid-late November, an e-mail is sent to all current members informing them that the November issue of Social Problems is the last issue they will receive unless they renew.  A follow-up renewal e-mail notice is sent in late November.  Afterwards, a renewal form is mailed to those who have not renewed, and also to life members, emeriti and sustaining members who do not owe dues.  Our system requires life members, emeriti and sustaining members to update their membership year and contact information annually.  The Administrative Office sends additional renewal e-mail notices in mid-December, late December, early January, and mid-March.  The membership renewal notices include a letter from the President.  An automated receipt is sent by e-mail when members join or renew their membership.  An automated welcome e-mail is generated when a new member joins the Society.  An automated thank you e-mail is generated when a member makes a donation to one of our tax-deductible contributions.

In addition to membership renewals, the Administrative Office and the Executive Officer work with the Membership and Outreach Committee and the publisher of Social Problems to promote membership.  The main tool used for membership promotion is the promotional membership webpage.

In an effort to reduce promotional costs and increase membership, the Administrative Office in cooperation with the Membership and Outreach Committee developed a promotional webpage.  Targeted e-mail blasts are sent to Graduate Program Chairpersons, SSSP Graduate Students, and SSSP Members (no students).  The e-mail message encourages prospective members to visit the promotional website.  The goal is to send messages that can easily be passed on to listservs and in social networking media.  In addition to the targeted e-mail blasts, banner ads have been placed with OUP, Contexts, JSTOR, and Wiley.  Recruitment of new members by existing members has been shown to be the most effective way to recruit new members.

The Administrative Officer sends the mailing list of those who request a paper copy of Social Problems to the press that publishes the journal shortly before each issue is distributed.  According to the By-laws, members will be granted a grace period for voting for up to six months but will not receive Social Problems until dues 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 membership list requests from publishers of books and journals.  Unless the member has requested that his, her, or their name not be distributed, we rent our mailing list for a fee, on a one-time use basis.

Every year following the annual meeting, the Administrative Office produces a roster of Officers and Committee members.  The roster information is posted on the Society’s website and a link was sent to those listed in the roster.  The roster is a valuable tool for working with the core leadership of the Society.

The Administrative Office will conduct a membership survey using comparable questions as used in the past to facilitate a longitudinal comparison.  The Board of Directors approved that a survey should be conducted every five years.  The next membership survey will take place in 2024.

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I. A. 3. Voting

The Society, by electronic ballot cast by the members, may adopt such changes in the Articles of Incorporation and By-Laws as it seems necessary. The approval of two-thirds of the members voting shall be required for amendment. Four weeks after date of announcing the opening of the electronic ballot, balloting shall be closed and the Administrative Officer shall access a voting summary from the online Poll Manager, share it with the Elections Committee Chair and informs the Board of Directors of the election results. The Board shall then have the report of the Elections Committee made public to the membership, whereupon the amendment shall become effective, subject to any further action required by the Tennessee Not-for-Profit Corporation Act.

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I. A. 4. Mailings

The following mailings are processed by the Administrative Office: membership renewal notice, promotional mailings, special mailings requested by the President or the Board of Directors, and the Call for Papers and the Student Paper Competition poster.  The Board of Directors approved ending the publication and distribution of paper promotional materials. The Administrative Office uses electronic distribution of publications and information for the membership.

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I. A. 5. Society Listserv

At the 2012 Annual Meeting, the Board of Directors approved the development of a Society Listserv according to the following stipulations: that it is not moderated, accepts attachments, that it is digestible, and that the default response option will be reply to sender.  The purpose of the listserv is to facilitate discussion among current SSSP members and to serve as a place where members can seek professional advice related to the mission of SSSP; share related materials, including book reviews and events in the news; make related announcements, including events, job openings, activities, books, and call for papers; and offer other related intellectual food for thought.

Subscription to the Listserv is optional.  Subscribers to the Listserv must be active members of the Society, and a subscriber will be dropped from the Listserv if their membership lapses.

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I. A. 6. Financial Overview

The financial records of the organization are kept by the Administrative Officer and reviewed quarterly by the Executive Officer, the Budget, Finance, and Audit Committee, and the Board of Directors.  An annual audit of the financial records will be conducted by an independent accounting firm in April.  The accounting firm prepares the tax returns and advises the Society 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 mid-year meeting and by the Board of Directors during the annual 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 typically 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, Investment Income/Temporary, and Other Income.  Major expenditures are: Executive Officer, Administrative Office, Journal and Publications, Annual Meeting, Committees, Program of Divisions, Board Governance, Investment Gains and Losses, and Board Restricted Expenses.

The Administrative Officer, in conjunction with the Investment Advisor, 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 Investment Advisor is an appointed non-voting member of the Budget, Finance, and Audit Committee.  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 the statement of investment objectives and policies and the guidelines for investing the Society’s reserve funds in community development financial institutions adopted by the Board of Directors.

The Society is incorporated as a non-profit corporation in the state of Tennessee and reports annually to that state office. Accordingly, the Administrative Office must file forms each year with the appropriate state agencies in Tennessee, reporting on the activity of the corporation.  The Society is recognized by the U.S. Government as a non-profit corporation and has 501 (c)(3) status with the Internal Revenue Service.  In 2018, the membership voted that the Society would elect the 501(h) tax status.  This change in tax status means that the Society would be held to a clearer standard regarding lobbying or other activities meant to influence legislation.  Previously, the Society could engage in such activities if they were an “insubstantial” amount of its efforts, but the line between “insubstantial” and “substantial” is subjective and unclear.

Adopting the 501(h) tax status means that the Society will be held to a more objective “expenditure test” instead.  The Society’s activities are well below the lobbying nontaxable amounts set in federal policy, placing the Society in a better position if questioned about the amount of lobbying effort it expends.  Taking the 501(h) election does not change the Society’s status as a 501(c)(3) nonprofit; it just allows the Society to opt out of the vague “substantial activity” test in favor of the objective “expenditure test” regarding lobbying activities.  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 Tennessee.  The Society is also exempt from sales tax and registers to solicit funds for charitable purposes in the state of Tennessee.

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I. A. 7. Statement of Investment Objectives and Policies

Preface

The investments generate income to support the Society’s Purposes as set forth in its By-laws, Article II, Section 1.

Social Objective

The primary social objective of investments is to use the Society’s funds to foster a higher quality of life, social welfare, and positive social relations in society and the global community.

Financial Objective

The primary long-term financial objective for the Society’s investments is to preserve the inflation-adjusted purchasing power of assets and income, after accounting for spending and investment management costs. Performance of the overall investments against this objective is measured annually.

Investment Management

As provided in the Society’s By-laws, Article VI, Section 5, the Budget, Finance, and Audit Committee shall invest the Society’s reserves in socially-responsible/sustainable investment/environmental, social and governance (SR/SI/ESG) mutual funds and other SR/SI/ESG equities, fixed-income assets, and cash equivalents to best achieve the social, financial, and investment objectives consistent with the policies and requirements set forth in this statement, and subject to the standards of social responsibility and the business-judgment rule for fiduciaries of non-profit corporations.  

The Budget, Finance, and Audit Committee will allocate new funds and redistribute existing funds on the basis of how well each SR/SI/ESG investment meets the social, financial, and investment objectives of the Society.

Asset Selection and Allocation

The Society’s portfolio may be invested in readily-marketable socially-responsible mutual funds and other SR/SI/ESG equities, fixed-income assets, and cash equivalents. The total portfolio shall be diversified to include investments in more than one SR/SI/ESG mutual fund, and a diversity of other SR/SI/ESG equities and fixed-income assets in order to limit risk.

SR/SI/ESG mutual funds should use social/ethical screens that seek out companies that do not foster or encourage exploitation, injustice, or inequalities among human beings and human beings as they relate to the natural environment. Such mutual funds should both avoid offensive investments and seek out positive investments that enhance the quality of life in the community, workplace, society, and international context.

Funding of Specific Society Projects. Investments in SR/SI/ESG equities and fixed-income assets should be made to maximize the positive social impact of the Society’s reserves. Such investments should seek to ameliorate existing social problems such as improving the quality of life among the economically and/or socially disadvantaged.

The purpose of investments in SR/SI/ESG mutual funds is to earn high inflation-adjusted total rates of return, to provide both long-term capital appreciation and current income in order to fund the Society’s on-going commitment to such efforts as the Racial/Ethnic Minority Graduate Fellowship, C. Wright Mills Award, and the Thomas C. Hood Social Action Award.  In keeping with this purpose, investments primarily should be made in balanced SR/SI/ESG mutual funds that include holdings in both stocks and bonds.  Generally, investments in growth SR/SI/ESG mutual funds that give primacy to capital appreciation should be limited due to their higher level of risk. Acceptable SR/SI/ESG mutual funds will include holdings in equities with high liquidity and/or investment-grade bonds.

Other Investments. Investment of most of the remainder of the Society’s reserves should be made in SR/SI/ESG equities and fixed-income assets in such a way that their impact on ameliorating existing social problems is maximized while maintaining at least the inflation-adjusted purchasing power of such reserves. Such investments may be at rates of return below market value for comparable investments provided that the rates of return at least equal the rate of inflation as measured by the Consumer Price Index. Examples of such investments might include deposits with federally-insured, CDFI-certified community development credit unions or community development banks.  CDFI institutions are certified by the U.S. Treasury and provide services and loans to people in predominantly low-income communities.

Investment in short-term, SR/SI/ESG cash equivalents is allowed to provide adequate liquidity for investment reserves and current operations and from time to time to serve as mutual fund, equity, and fixed-income substitutes for defensive purposes in adverse investment conditions.

The precise allocation of the Society’s assets between SR/SI/ESG mutual funds, equities, fixed-income assets, and short-term cash equivalents will depend upon the extent of the Society’s on-going financial commitments to efforts such as the Racial/Ethnic Minority Graduate Fellowship, C. Wright Mills Award, and other immediate needs and purposes of the Society.

Performance Criteria

The performance of SR/SI/ESG mutual funds will be evaluated relative to the Morning Star Performance and Sustainability ratings as well as the S&P 500. 

Performance of SR/SI/ESG equities, fixed-income assets, and cash equivalents will be made relative to the rate of inflation. The investment objective is for these investments to equal or exceed the rate of inflation as measured by the Consumer Price Index.

Proxy Voting Policy

The Executive Officer of the Society, in consultation with the Treasurer and the Budget, Finance, and Audit Committee, will vote all proxies for the Society.

Review of Policy Statement and Investment Performance

This statement shall be reviewed by the Budget, Finance, and Audit Committee on an as needed basis. Presentation on investment performance relative to the policies set forth in this statement shall be made annually to the Board of Directors.

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I. A. 8. Guidelines for Investing Reserve Funds in Community Development Financial Institutions

Introduction

The Society’s board-approved investment policy stipulates that the Budget, Finance, and Audit (BFA) Committee shall invest cash reserves that are not Board restricted in “SR/SI/ESG equities and fixed-income assets in such a way that their impact on ameliorating social problems is maximized while maintaining at least inflation-adjusted purchasing power of such reserves.” Over the past several years, the BFA Committee has opted to invest a portion of its cash reserves in U.S. Treasury-certified community development financial institutions (CDFIs).

CDFIs have economic development in low-income communities as their primary mission. CDFIs provide loans, investments, and basic financial services to individuals, businesses, and nonprofit agencies within low-income communities that would otherwise be denied these opportunities by mainstream financial institutions. In addition, financing often is linked to other developmental activities such as business technical assistance, job training, and home-ownership counseling. There are five types of CDFIs that differ according to their general purpose, financial products and services offered, sources of capital, borrowers, governance, and ownership and regulators.

Community development banks provide capital for targeted loans and investments to rebuild economically disadvantaged communities. Financial products and services provided include mortgage financing, home improvement loans, commercial business loans, loans to nonprofit community agencies, student loans, and traditional consumer banking services. Sources of capital include deposits from individuals and institutions, and funds from federal, state, and local governments. Borrowers include nonprofit community organizations, individual entrepreneurs, small businesses, and housing developers (i.e., institutional borrowers more than individuals). Community development banks are for-profit corporations owned by stockholders that have community representation on their boards of directors. These banks are federally regulated and insured by the Federal Depository Insurance Corporation (FDIC), the Federal Reserve, the Office of the Comptroller of Currency, and state banking regulatory agencies. There are approximately 1,000 banks that have been designated officially as CDFIs.

Community development credit unions cultivate ownership of assets and savings, and offer affordable banking and credit services to low-income people, with a targeted emphasis on economically empowering minority communities.  Particular banking services include personal loans, credit cards, home rehabilitation loans, share and share draft accounts, and check cashing privileges.  These institutions also make loans to individual entrepreneurs.  Consistent with their purpose, community development credit unions also provide credit counseling and business planning services.  Sources of capital include credit union member deposits, non-member deposits from social investors, and funds from federal, state, and local governments.  Borrowers include members of the credit union, usually individuals.  Community development credit unions are nonprofit financial cooperatives that are owned and operated by the lower-income people who are members of the credit union.  These credit unions are federally regulated and insured by the National Credit Union Administration and state regulatory agencies.  There are approximately 170 credit unions that have earned the designation of “low-income status” as defined by the Federal Credit Union Act, which allows them to accept deposits from non-member investors. ^[1]

The remaining three types of CDFIs are community development loan funds, community development venture capital funds, and microenterprise development loan funds. Investments in these funds are not federally regulated and insured, and rates of return tend to fall below competitive market rates. Much of the capital comes from foundations, banks, religious organizations, corporations, and individual donations rather than investments.

What follows below is a set of criteria designed to provide guidance to the Budget, Finance, and Audit Committee in making decisions with regard to investment of the Society’s cash reserve funds in CDFIs. These criteria fall in three general categories–geographic, social, and financial.

Geographic Criteria
The Society is a national professional society of activist scholars. Accordingly, it is important to insure that, over time, the Society’s CDFI investments be equitably distributed across the nine regions of the nation defined by the Census Bureau. It is recommended that the BFA Committee strive to place its future investments with CDFIs across all nine regions in an equitable manner.

Social Criteria
The BFA Committee has attempted to maximize the racial-ethnic and urban-rural diversity of the low-income communities its deposits benefit. It is recommended that the BFA Committee target future investments to CDFIs that serve low-income communities and provide loans and other services to the diversity of racial-ethnic groups that exist in the region and to women.

Financial Criteria
In order for the Society’s investments to benefit the low-income communities served by recipient CDFIs, it is recommended that deposits be made for a minimum of three to a maximum of five years, provided that the Society does not need to use the funds to meet its other financial obligations. To maintain flexibility, deposits might be made in the form of one-year certificates of deposit, with the goal of renewing them for a minimum of three years. To meet its fiduciary responsibility to the Society, the BFA Committee should strive to make deposits in CDFIs that offer competitive rates of interest and where these deposits are federally insured.

^[1]In order to achieve the low-income status designation, and hence accept deposits from non-members, the credit union must serve a majority of low-income members.  “Low-income members” are “those members who make less than 80 percent of the average for all wage earners as established by the Bureau of Labor Statistics or those members whose annual household income falls at or below 80 percent of the median household income for the nation as established by the Census Bureau or those members otherwise defined as low-income members as determined by order of the NCUA Board.

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I. A. 9. Operating Reserve Policy

I. Purpose
The purpose of this Operating Reserve Policy for the Society for the Study of Social Problems (SSSP) is to build and maintain an adequate level of net assets without donor restrictions to support the organization’s day-to-day operations in the event of unforeseen shortfalls. Operating reserves are not intended to replace a permanent loss of funds or eliminate an ongoing budget gap. The organization intends for the operating reserves to be used and replenished within a reasonable period of time. This Operating Reserve Policy will be implemented in conjunction with other financial policies of the organization (i.e., the SSSP Statement of Investment Objectives and Policies and the Guidelines for Investing SSSP Reserve Funds in Community Development Financial Institutions) and is intended to support the goals and strategies contained in those related policies and in strategic and operational procedures as outlined in the SSSP By-laws and Operations Manual.

II. Definitions and Goals
The Operating Reserve Fund is defined as the designated fund set aside by action of the SSSP Board of Directors. The minimum amount to be designated as operating reserves will be established in an amount sufficient to maintain ongoing operations and programs for a set period of time, measured in months. The operating reserve serves a dynamic role and will be reviewed and adjusted in response to internal and external changes. 

The target minimum Operating Reserve Fund is equal to total operating costs from the prior year statement of change in financial position from the audited financial statements.

The reserves in excess of the minimum amount should be primarily (75%) put toward building endowments to support the long-term priorities of the Society.  The remaining portion (25%) may also be used for one-time, nonrecurring expenses that will build long-term capacity, invest in increased financial stability for the Society, and align with the purpose and mission of the Society.  Any decisions about how excess reserves are spent, or allocated to endowment funds, must be in alignment with the Society’s purpose and mission at the discretion of the Board of Directors.

In addition to calculating the actual operating reserve at the fiscal year-end, the operating reserve fund target minimum will be calculated each year after approval of the annual budget. These reserves will be calculated by the Budget, Finance, and Audit (BFA) Committee and reported to the Board of Directors.

III. Accounting for Reserves
The Operating Reserve Fund will be recorded in the accounting system and financial statements as Board Designated Operating Reserve. The Operating Reserve Fund will be funded and available in cash or cash equivalents. Operating reserves will be maintained in a segregated bank account or investment fund, in accordance with investment policies.

IV. Funding of Reserves
The Board of Directors may, from time to time, direct that a specific source of revenue be set aside for operating reserves. Examples may include one-time gifts or bequests, property sales, special grants, or special appeals. 

The Executive Officer, in conjunction with the Board of Directors, will identify the need for access to reserve funds and confirm that the use is consistent with the purpose of the reserves as described in this Operating Reserve Policy. Determination of need requires analysis of the sufficiency of the current level of reserve funds, the availability of any other sources of funds before using reserves, and evaluation of the time period for which the funds will be required and replenished in conjunction with the BFA Committee.  A baseline recommendation is a three-to-five year payback plan included in the formal request for reserve funds.

V. Authority to Use Operating Reserves
The Executive Officer will submit a request to use operating reserves to the BFA Committee. The request will include the analysis and determination of the use of funds and plans for repayment. The Society’s goal is to replenish the funds used within 36 to 60 months to restore the Operating Reserve Fund to the target minimum amount. If the use of operating reserves will take longer than 60 months to replenish, the request will be scrutinized more carefully. The BFA Committee will make a recommendation regarding the request to the Board of Directors. The Board of Directors will evaluate the request’s alignment with the Society’s mission and purpose and make a final determination on the request. 

VI. Reporting and Monitoring
The Administrative Officer is responsible for ensuring that the Operating Reserve Fund is maintained and used only as described in this Policy.  Upon approval of the use of operating reserve funds, the Administrative Officer will maintain records of the use of funds and plan for replenishment. The Administrative Officer will provide regular reports at the mid-year and annual meetings to the BFA Committee and the Board of Directors of progress to restore the fund to the target minimum amount.

The Executive Officer and Administrative Officer will annually discuss what additional risk factors might be considered for the organization, the impact of budgeting on operating reserve levels, and any requirements with funders or chartering organizations.

VII. Relationship to Other Policies
The Executive Officer and the Administrative Officer shall maintain the following board-approved policies, which may contain provisions that affect the creation, sufficiency, and management of the Operating Reserve Fund: 

• SSSP Statement of Investment Objectives and Policies
• Guidelines for Investing SSSP Reserve Funds in Community Development Financial Institutions

VIII. Review of Policy
This Policy will be reviewed by the BFA Committee every year at minimum, or sooner if warranted by internal or external events or changes. Changes to the Policy will be recommended by the BFA Committee to the Board of Directors for approval. Revisions to this policy will be distributed to the Administrative Officer, Executive Officer, and Board of Directors.  The BFA Committee is established by the Society’s membership to recommend financial policies, strategies, and budgets that support the mission, values and strategic plan of the Society. Its purpose is to ensure the financial health and integrity of the Society in pursuit of its mission.

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I. A. 10. Purchasing, Payables, and Cash Disbursements

The Society works under an annual operating budget authorized by the Budget, Finance, and Audit Committee and approved by the Board of Directors. The Treasurer and Administrative Officer approve all purchases. The Administrative Officer selects venders, in consultation with the Executive Officer. The Administrative Officer receives all invoices, codes all expenses in Open Systems, and prepares all checks. The President, Treasurer, Executive Officer, and Administrative Officer are authorized by the By-laws to sign checks for the Society. Checks greater than $1,000 or those for the purpose of payment of salary of salaried employees must be signed by two of the four. Since 1990, the combination used for the two signatures has been the Treasurer and the Executive Officer.

The Treasurer reviews the purchases journal and approves the expenditures before the Administrative Officer prints the checks. This review serves as an appropriate segregation of duties for cash disbursements, considering the Society’s limited personnel available. The Administrative Officer makes all purchases and is aware of all items requiring accrual at end of periods. Some expense items are recurring, so the Administrative Officer checks for recurring items not received by end of period and scans expenses in comparison to prior year for other items that may require accrual.

Currently, we use digital signatures on all checks (one signature on checks under $1,000, two signatures on checks over $1,000, and checks for the purpose of payment of salary of salaried employees). The financial statements are reviewed quarterly by the Executive Officer and by the Budget, Finance, and Audit Committee. All checks are processed through the Accounts Payable ledger and require an expense or asset coding for each payment. The Society rarely writes manual checks. On occasion, the Society makes a wire transfer. The Treasurer and Executive Officer review the information prepared by the Administrative Officer, and then the Administrative Officer executes the wire transfer with the bank. 

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I. A. 11. Revenues, Contributions, and Cash Receipts

The Assistant to the Administrative Officer opens the mail, codes each check, photocopies the checks, and prepares the deposit slip and a spreadsheet containing the name, check number, amount of check, and breakdown of each item.  The Administrative Officer verifies the coding of each check for accuracy and makes the deposit.  The spreadsheet is used to reconcile the revenue recorded in the general ledger.

The Assistant to the Administrative Officer processes credit card transactions received via the US Postal Service.  All credit card transactions are processed through Authorize.Net.  Authorize.Net closes and settles each batch daily.  The Assistant to the Administrative Officer prepares a spreadsheet containing the name, credit card type, transaction amount, and breakdown of each item.  The Administrative Officer verifies each spreadsheet for accuracy.  This spreadsheet is used to reconcile the revenue recorded in the general ledger.

A significant portion of the Society’s revenue is generated from subscription sales of the journal, Social Problems.  The Society contracts with Oxford University Press, who collects all subscription records from subscribers, receives payment and remits to the Society the Guaranteed Minimum for each Accounting Year in advance through wire transfers on April 1 and October 1.  The Administrative Officer reconciles the remittance and cash deposited to statements supplied by Oxford University Press.  After reviewing the Annual Statement from Oxford University Press (March 1) for the immediately preceding Accounting Year, if additional monies are due to the Society, they will be wired within 60 days of notification of acceptance.  In addition, Oxford University Press makes an annual contribution to the Editorial Stipend by February 1 of each year and an annual contribution of $3,000 towards Annual Meeting Sponsorship following relevant invoice delivered by the Society.  Starting in 2021, Oxford University Press will make an annual contribution to the Social Media Committee by February 1 of each year.

The Administrative Officer has custody of the checks but does not have custody of the credit card transactions received via the US Postal Service.  The Administrative Officer reconciles the bank accounts to the accounting records monthly.  The Treasurer reviews and approves the bank reconciliation of the Society’s checking account monthly.

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I. A. 12. Systems and Disaster Recovery Plan Specific to the Accounting Functions

The Society uses the accrual method of accounting and the Open Systems Accounting Software.  Open Systems is a standardized ‘canned’ software package and the Society has not made any significant modifications to the system.  The current accounting programs are in the same version as the Society’s.  As a result, only the data requires physically copying to the recovery system.  The existing data was 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 (1994-2023).  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 OSAS8.0 (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.

The Administrative Office staff backs up with Carbonite, an online backup service.  In addition, the staff utilizes an external hard drive to create additional backups of essential files.

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I.  A.  13.  Policy for Discarding Old SSSP Desktop and Laptop Computers 

All SSSP owned, usable desktop and laptop computers no longer in use, should be formatted and donated to charity. If we haven’t identified a charity, Goodwill accepts all computer equipment. If donating to Goodwill, then we will take the extra step to use free-ware called dban or free licenses of blanco software to ensure our data have been removed prior to donating. For those that are no longer usable, the hard drive should be drilled and the desktop or laptop should be taken to Best Buy or another location that recycles electronics.

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I. B. Annual Meeting

I. B. 1. Management of the Annual Meeting

One of the largest responsibilities confronting the Society each year is the task of managing the annual meeting. It is essential to have a person who understands the needs of the Society and has conference experience. 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 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 pre-registration, on-site registration including registration workers, and the preparation of the preliminary program and the final program. The Board of Directors authorized the continuation of Early Bird Registration rates for future annual meetings. The Administrative Officer is responsible 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 this regard.

The Administrative Office is 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.

The Society utilizes graduate students as registration staff at the annual meeting. In return for their services, the students are provided a complimentary shared room at the SSSP conference hotel 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 distributing packets to registrants; taking attendance at sessions, committee and divisional business meetings, and special events; or other tasks assigned by the Meeting Manager or the Assistant to the Administrative Officer.

The Administrative Office devotes a lot of time in follow-up with persons who do not register in a timely fashion. Per the Board of Directors, program participants will be dropped from the Annual Meeting program, if they do not register by June 1 of that year. The Board requests that program participants receive at least three notices prior to the June 1 deadline for registration. The Board also removed the one day conference registration fee.

Awards Ceremony

At the 2014 Annual Meeting, the Board of Directors voted to eliminate the Awards Banquet and replace it with a combined Awards Ceremony followed by the Division-Sponsored Reception. The Awards Ceremony will include the presentations of the annual SSSP awards (Arlene Kaplan Daniels Paper Award, C. Wright Mills Award, Doris Wilkinson Faculty Leadership Award, Indigenous Peoples' Social Justice Award, Joseph B. Gittler Award, Kathleen S. Lowney Mentoring Award, Lee Founders Award, Beth B. Hess Memorial Scholarship, Racial/Ethnic Minority Graduate Scholarship, and the Thomas C. Hood Social Action Award) and the Student Paper Competition winners.

Complimentary Rooms

The Society receives some complimentary hotel rooms on the basis of the number of paid guestrooms occupied on a cumulative basis during our annual meeting (1 complimentary guestroom per 40 paid guestrooms). 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 hotel rooms at the SSSP conference hotel during the annual meeting is President, President-Elect, Vice-President, Vice-President-Elect, Secretary, Treasurer, Chairperson of the Council of the Divisions, Chairperson-elect of the Council of the Divisions, Editor(s) of Social Problems, Executive Officer, Administrative Officer, Assistant to the Administrative Officer, Information Technology Specialist, and the Graduate Research Associate.

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I. B. 1. A. Accessibility Services Approved Policy

• With the professional costs of interpreting needs, the approved budget is $2,500.
• SSSP Annual Meeting registration materials will ask any member who has an accessibility request to notify the Administrative Office by June 30. This will give the Administrative Office and/or the Accessibility Committee enough time to locate resources.
• The Accessibility Committee and the Administrative Office will help any member who requests interpreting services by contacting local area agencies that provide interpreting (unless member does not want us to do this) and get estimates.
• SSSP will cap services per member in the following ways:
• The money would be divided equally among those requesting services.
• Members will be responsible for rest of costs.
• Every reasonable effort will be made to assist attendees on-site however, SSSP may not be able to provide all services or equipment due to availability and time constraints.

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I. B. 2. Duties of the Meeting Manager

Hotel

• Accompany the President and the Local Arrangements Chair on the final site visit, unless safety, health, or financial concerns prevent site visit. Become acquainted with key hotel personnel. Discuss renegotiation or cancellation of the hotel contract (if applicable), placement of events in the hotel, catering arrangements, sociological tours of interest, room set-up, audio-visual needs, etc.
• 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, meetings, and catered events held at the conference hotel.
• Plan menus and coordinate catered events held at the conference hotel: AM/PM Breaks, Board of Directors Meetings, Annual Meet and Greet Reception, Welcoming Reception, Student Social Hour, New Member Breakfast, Division-Sponsored Reception, and any additional food service functions held at the conference hotel.
• 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, VIPs, and staff.
• Design and implement a Childcare Matching Service and a Roommate Matching Service.

Pre-Registration/On-Site Registration

• Recruit graduate students to work during on-site registration.
• Coordinate work schedules for graduate students.
• 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 (name badge, ribbons, raffle tickets, tour tickets, workshop tickets, if applicable).

Program

• Review the overall design for the online program, including artwork. Prepare front matter describing conference site, activities and special events for the program. Special events will include book exhibit, film exhibit (if applicable), mentoring program, awards ceremony, walking tours, SSSP sponsored workshops, childcare information, accessibility resources, transportation options, and special features of the meeting site.

Audio-Visual Needs

• Secure a contract for audio-visual equipment by competitive bidding by May 31.  A minimum of three bids must be secured.

Awards Cerermony

• Coordinate the itinerary, room set-up, and audio-visual needs.
• Secure certificates and plaques for major award winners and student paper competition winners.

Other

• Ensure that SSSP follows CDC recommendations at the time of the meeting and respects all laws or regulations in the host city and at the conference hotel governing meetings/mass gatherings.
• Work closely with the Local Arrangements Committee Chair. Provide guidance and expertise when appropriate.
• Work closely with the President and the Program Committee Chair on their ideas and projects for the annual meeting. Provide guidance and expertise when appropriate.
• Work closely with the Accessibility Committee Chair regarding accessibility services.  Provide guidance and expertise when appropriate.
• Work closely with the company that manages the book exhibit and the book exhibit companies that exhibit at the conference hotel. Provide guidance and expertise when appropriate.
• Work closely with the HelmsBriscoe representative when renegotiating or cancelling the hotel contract, if applicable. Provide guidance and expertise when appropriate.
• Report on the management of the meeting and assessment of the hotel’s performance to the Board of Directors and at the SSSP Business Meeting.
• Provide on-site coordination of member requests and hotel services to ensure a quality meeting.

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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. The Local Arrangements Chair will receive a stipend and a budget for expenses incurred in the process of fulfilling his, her, or their responsibilities. Receipts must be sent to the Administrative Officer before reimbursement will be issued. The stipend can be disbursed on a monthly basis (January-August) or in one payment at the annual meeting. Please advise the Administrative Officer how you would like to receive the stipend payment.  It is always wise for the incoming Chair to consult with their immediate predecessor and the Administrative Officer and Meeting Manager for advice and information.

Hotel

• Meet with the President and the Meeting Manager during the final site visit (date TBD, late October or November).

Program

• Assist the President, Executive Officer, and the Administrative Officer in planning special activities such as tours of local sites of sociological interest.  Walking tours must be wheelchair accessible.  Cost of a tour ticket should not exceed $20, if possible.  Send three walking tour suggestions (including description, pricing, proposed day/time, and minimum/maximum number of registrants) for consideration to the President and the Administrative Officer at least one week prior to the final site visit.  Tour details must be finalized two weeks after the final site visit. The LAC Chair and/or a committee member must accompany those who purchase a ticket on each tour.
• Provide advice to the Program Committee, Executive Officer, and the Administrative Officer on the development of the program, if needed.
• Write a brief “Welcome to the City” to be included in the preliminary and final program by March 1.  Include a list of free public events over the annual meeting dates. The welcome should acknowledge respectfully, if it is the case, that the city in which the meeting is being held, sits on indigenous or tribal lands.  Using Chicago as an example, the acknowledgement could read: “Recognizing the long history of struggles against oppression and the radical visions of hope they produce, it is fitting to begin this year’s welcome statement with the land acknowledgement from the Chicago American Indian Community Collaborative (CAICC) that reads: Chicago is the traditional homeland of the Council of the Three Fires: The Odawa, Ojibwe and Potawatomi Nations. Many other Tribes like the Miami, Ho-Chunk, Menominee, Sac and Fox also called this area home. Located at the intersection of several great waterways, the land naturally became a site of travel and healing for many Tribes. American Indians continue to call this area home and now Chicago is home to the sixth-largest Urban American Indian community that still practices their heritage, traditions and care for the land and waterways. Today, Chicago continues to be a place that calls many people from diverse backgrounds to live and gather here. Despite the many changes the city has experienced, our American Indian community sees the importance of the land and this place that has always been a city home to many diverse backgrounds and perspectives."
• Recruit a graduate student to write a brief “Welcome to the City-The Student Edition” to be included in the program by March 1.
• In addition to the land acknowledgement, SSSP will make a financial contribution to an organization (preferably an organization run by Indigenous or Aboriginal peoples) doing social justice work on behalf of Indigenous or Aboriginal peoples in the city or metropolitan area where our annual meeting is held. The award is called the Indigenous Peoples' Social Justice Award. The LAC will have the task of identifying a local organization or organizations and making a recommendation to the Board of Directors, including disclosing fully, if appropriate, any connection that a committee member has with said organization(s). The deadline for the LAC's recommendation is March 15 and the Board of Directors will make the final decision by April 15. The Executive Officer and the Administrative Officer will assist as needed. The recipient(s) of the award will be invited to attend the Awards Ceremony and speak for up to 10 minutes about the organization’s mission and crucial work. The award amount is $500, which can be given to one organization or shared by two organizations. The Board of Directors is of course free, preferably in consultation with the Budget, Finance, and Audit (BFA) Committee, to approve a more modest or greater amount, if applicable.
• Offer suggestions about special activities in the host city during the annual meeting by March 1.

Local Promotion

• Special efforts need to be made to encourage attendance from local colleges and universities within the area. A spreadsheet including the name, address, and e-mail address of a contact person from each institution should be forwarded to the Administrative Officer by October 15. The Administrative Office will distribute meeting related announcements to each contact person.
• Share ideas on how to encourage students and faculty from local institutions to attend the annual meeting.

Media

• Prepare a general press release (condensed version) in advance of the meeting (at least 4 weeks prior) to be circulated to select area media and area colleges and universities. The President, Executive Officer, and Administrative Officer must approve the press release before it is circulated.

Other

• In order to protect the integrity of the Society, members of a committee, or the Board of Directors, must disclose any conflict of interest or even the appearance of a conflict of interest to the other members of the committee in any process involving the awarding of funds or anything else of value to an individual or group. The Committee Chair will then discuss the conflict or the appearance of the conflict with the Executive Officer, to determine the appropriate next step, which may be to require said member to withdraw from the process entirely or some portion of the process. Click here to access the policy.
• Assist the Accessibility Committee Chair and the Administrative Officer with contacting the Center for Independent Living regarding accessibility services, if needed.
• Prepare and present a report to the Board of Directors (on the pre-meeting day) outlining your activities during the past year.
• Discuss your report to the Board of Directors with the incoming Local Arrangements Committee Chair and the incoming President during the annual meeting, outlining your activities during the past year. 

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I. C. Board of Directors

Introduction

The duties of the Board of Directors are to manage the affairs of the Society. The Board of Directors shall consist of the President, Vice-President, President-Elect, Vice-President-Elect, Immediate-Past-President, seven executive members to be elected by the Society, the Secretary, the Treasurer, the Chairperson of the Council of the Divisions, two Student Board members, and as ex-officio non-voting members, the Editor(s) of Social Problems and the Chairperson-elect of the Council of the Divisions. All actions of the Board of Directors will be reported promptly to the membership by e-mail bulletins and/or on the Society’s website. 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 e-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 on the day preceding the annual meeting and on the first day of the annual meeting if meeting in-person; otherwise, they will meet via Zoom before July 31. The current Board and the newly elected Board of Directors will meet on the last day of the annual meeting. In addition, the Board may meet periodically via Zoom throughout the year.  The meetings will not be recorded. The Executive Officer and the Administrative Officer will attend all board meetings to provide additional information from their perspectives and answer any questions.

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Management of the Affairs of the Society

I. C. 1. Conflict of Interest Policy

The Society for the Study of Social Problems (SSSP) seeks to protect the integrity of the SSSP, its Board of Directors (“Board”), staff, volunteers, and members. This requires that all staff, volunteers, and Board members avoid potential and actual conflicts of interest between the SSSP, on the one hand, and personal, professional, and business interests on the other. Accordingly, the Board adopts the following policy. The SSSP’s staff, volunteers, and Board members must promptly and fully disclose to the Board, any interests, relationships, and holdings that create, or could potentially create, a conflict of interest, especially, but not solely, in the case of elections, hiring decisions or appointments, selection of vendors, and financial commitments or decisions, in which they, a member of their family and/or significant other, employer, associate, or friend will receive a benefit or gain. In order to protect all concerned, the Board reserves the right to require individuals to excuse themselves from a Board or committee meeting, or to abstain from voting on any issue where such conflict is disclosed or determined to exist by the Board. This policy is meant to supplement, not replace, good judgment.

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I.  C.  2.  Qualifications for Holding Society Positions

Any individual accepting a nomination, holding an office, or serving on any standing or temporary committee of the Society for the Study of Social Problems, or as an Editor or member of the Editorial Board of any periodical publication of the Society, must be a current member of the Society and must be committed to the SSSP’s purposes and policies, including a commitment to diversity; the Society’s policy on conflicts of interest; and the creation of a safe, welcoming, and supported space for members and staff of the organization and the staff of the venues at which our meetings are held, as outlined in the Society’s Anti-harassment Policy.

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I.  C.  3.  Removal of a Board Member

A Director may be removed by a two-thirds vote of the Board. Cause for removal may include, but not be limited to, the director failing to fulfill their responsibilities as a member of the Board or engaging in activities antithetical or harmful to the interests, values, or mission of the organization, or behaving in a manner that prevents the Board from functioning effectively and thereby preventing it from fulfilling its responsibilities to the Society’s members. In order to fulfill their responsibilities, members must attend board meetings and cast votes on policies and other matters before the Board. Failure to attend two consecutive meetings or to cast two consecutive votes, or a total of four meetings or four votes (in-person or online), without providing the President or Administrative Officer with an unavoidable reason for missing the meeting or vote, will result in the Board considering removal of said member. The first step in the possible removal of a member will be a personal intervention to appeal to the person in question and to lend assistance if their behavior is a consequence of personal problems or circumstances beyond their control. If the intervention is unsuccessful, the individual in question may be asked to and be given the opportunity to resign. If the individual does not resign, the Board will form a subcommittee to investigate and make a recommendation to the Board.

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I. C. 4. Statement on Academic Freedom, Freedom of Speech, and Due Process

Whenever the SSSP is asked to comment on or in other ways to intervene in cases in which there is reason to believe that an individual’s academic freedom or due process is being denied, the Society reaffirms its strong commitment to academic freedom, freedom of speech, and due process.  While academic freedom is not a license to disseminate knowingly inaccurate information or to disrespect the opinions of others, the Society believes that faculty members must have wide latitude on what they teach, how they teach it, what they research, and how they conduct their research.  Faculty must be able to engage in intellectual debates of all types without fear of censorship or retaliation.  Toward this end, institutions must resist all attempts by individuals and groups, both within and outside of academia, to intimidate or attempt to intimidate individuals expressing ideas contrary to their own, in an attempt to silence them.  The academic enterprise cannot survive without these assurances and if it cannot survive, the public good is not served.  

We refer readers to the AAUP’s 1940 statement on academic freedom and tenure, and a 2014 statement on academic freedom and electronic communications, both of which the Society endorses.

1940 Statement of Principles on Academic Freedom and Tenure

https://www.aaup.org/report/1940-statement-principles-academic-freedom-and-tenure  

Academic Freedom and Electronic Communications

https://www.aaup.org/report/academic-freedom-and-electronic-communications-2014

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I. C. 5. Statement and Policy Against Discrimination and Harassment

The Society for the Study of Social Problems is committed to the eradication of discrimination (both intentional and unintentional), harassment, intimidation, and violence directed at individuals and groups based on, but not limited to, race and ethnicity, sex, gender, gender identity and expression, sexual orientation, age, class, nationality and immigrant status, ability, and religion.  Offensive and prohibited conduct may include, but is not limited to, offensive jokes, slurs, epithets, name calling, physical assaults and threats, unwanted touching and persistent unwanted attention and invasion of personal space, intimidation, ridicule or mockery, and insults and put-downs.  Sexual harassment is defined as unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature that is engaged in without clear affirmative consent.  Discriminatory and harassing actions are prohibited both when they are directed at specific individuals and groups and when they create a hostile environment.

Sexual harassment and sexual assault disproportionately target people subject to structural oppression: women; people of color; trans, and gender non-conforming individuals; and disabled people, although anyone can be a victim.

Whenever and wherever possible, the Society will affirm this commitment to publicly and explicitly combat racism, sexism, homophobia, transphobia, xenophobia, Islamophobia, and antisemitism. As an organization dedicated to social justice, the Society will take very seriously, reports, formal or informal, of harassment or discrimination in the organization and at annual and other Society meetings.  To the greatest degree possible, the Society will do what it can to respond appropriately to those who violate our policies and to protect victims and potential victims from being subjected to this type of unwanted and offensive behavior.  We will make every effort to ensure that this commitment is manifest in the policies, programs, and practices of the organization, including in the public positions the SSSP takes on issues, both national and international.  SSSP expressly prohibits retaliation against individuals who report harassment and will take action against those who retaliate.

This policy addresses harassment that involves SSSP members in general and includes specific guidelines for harassment that occurs at SSSP annual meetings, events (virtual or in-person), email and phone communications regarding SSSP business, and on SSSP social media platforms.

When posts on SSSP accounts are flagged within the platform by other SSSP members, the administrative office will take down such posts and send them to the Anti-Harassment Committee for review and follow-up, which may include the resolutions, outcomes, and possible sanctions outlined in the Anti-Harassment Policy, or other responses deemed appropriate by the Committee. To this end, we encourage SSSP members to be mindful when posting to SSSP social media accounts and consider the ways people different from them might interpret their messages. 

By joining SSSP, members of SSSP agree to comply with this policy.

Roles, Responsibility and Authority

Anti-Harassment Committee
Per the By-laws, the Anti-Harassment Committee shall consist of six members of the Society. Three members will be elected by the voting membership and three members will be appointed by the President, one of whom will be appointed to chair the committee. Each member will serve a three-year term with the terms staggered so that at least two members are elected each year. In addition to the elected and appointed members, the Executive Officer shall serve as an ex officio member.

The Committee reviews the policy and its enforcement on an annual basis and recommends revisions as appropriate. The Committee also selects and approves the External Consultant.

Anti-Harassment Committee Chair
Per the By-laws, the Chair should have expertise in the area of gender violence or related areas and preferably be a member of the Board of Directors.

The Chair receives and reviews reports of policy violations, meets with those considering making a report to discuss reporting options and processes and to provide support or referrals for resources, and receives the report from External Consultant once investigation is completed and shares it with the SSSP President and Executive Officer.

Ombudsperson
The Ombudsperson is external to SSSP and compensated for their time. This individual meets with those considering making a report to discuss reporting options and processes and to provide support or resources.

External Consultant
The External Consultant is not a member of SSSP, but is selected and approved by the Anti-Harassment Committee and is compensated for their time. They should have experience responding to and investigating harassment claims within organizations.

Executive Officer (EO)
The Executive Officer receives reports of policy violations, reaches out to those accused to address the violation without launching an investigation, approves recommended sanctions from the External Consultant, and serves on the Ad-hoc Appeals Committee.

SSSP President
The SSSP President responds to reports made during meetings (together with the Anti-Harassment Committee Chair and EO), approves recommended sanctions from the External Consultant, and serves on the Ad-hoc Appeals Committee.

Ad-hoc Appeals Committee
This committee is a subcommittee comprised of the SSSP President, Past-President, President-Elect and Executive Officer and reviews and responds to appeals made regarding the External Consultant’s report/findings/sanctions.

Advocate
The advocate is a volunteer member of SSSP who is available to support those making a report by providing information and resources.

*The Executive Officer, Anti-Harassment Committee Chair, SSSP Presidents, and others involved in reviewing and responding to reports are required to disclose any conflicts of interest or the appearance of any conflicts of interest, and will be recused from reviewing and responding to those cases.

I. General violations of the anti-harassment policy.

Reporting
Reports of policy violations, including retaliation, can be made via e-mail at SSSPAHC@utk.edu or to the Executive Officer, Elroi J. Windsor or Anti-Harassment Committee Chair, Sarah Jane Brubaker at ewindsor@westga.edu, sbrubaker@vcu.edu. 

Anonymous Reporting
Individuals who would like to share information regarding their experience with or knowledge of a policy violation without sharing their identity can do so via the online anonymous reporting option. Reports may address specific violations by individuals or general violations that may have created or could create a hostile climate or culture. Individuals may select both the type of violation and the recipient (i.e., the full Anti-Harassment Committee, Chair of the Committee or the President/EO). https://www.sssp1.org/index.cfm/pageId/1440.

Confidential Reporting
Individuals who wish to make a confidential report and have experienced a violation of the anti-harassment policy have the following options. Each is facilitated through the Anti-Harassment Committee Chair or EO:

1. Request a confidential consultation with the Anti-Harassment Committee Chair/Ombudsperson with a request for resources, information about reporting/resolution options, and other types of support. Such a request can be made whether the alleged harassment took place during a SSSP meeting or not. The ombudsperson can help the individual decide what to do and how to do it, including, for example, helping them file a complaint at their home institution, where the harassment occurred, if that is the action they want to take after discussing their options with the ombudsperson.
2. Make a confidential report to the Anti-Harassment Committee Chair/Ombudsperson with a request for screening/review and recommendation for resolution [e.g., through a mediated meeting with parties, where the EO or committee chair reaches out to the accused party] with the option, but without obligation, to file a formal report.
3. Make a formal confidential report to an External Consultant through referral from the Committee Chair or EO with a request for an investigation/fact-finding with possible sanctioning of the accused party. This option will move the report to a formal investigation.

Support Services/Advocacy
Those requesting consultation or making a report will be provided with resources for trauma-informed support.

What to Include in a Formal Report
A complaint/report should include, to the extent possible, the following information:

1) the name and contact information of the complainant; 2) the name and contact information of the subject of the complaint; 3) a statement that other legal or institutional proceedings involving the alleged conduct have not been initiated or, if initiated, the status of such proceedings; 4) a full description of the conduct alleged to have violated the anti-harassment policy, including the sources of all information on which the allegations are based; 5) copies of any documents supporting the allegations; 6) names and contact information of potential witnesses/references.

Investigation/Fact-Finding
The investigation process will apply to reports of harassment that takes place during the annual meeting, the Budget, Finance, and Audit Committee Mid-Year meeting, and online committee and Board meetings/discussions. Reports may also include cases where an institution or legal authorities have investigated and found that a member has engaged in sexual or other form of harassment and the SSSP is being asked to act in response to those findings.

Reports that move to this stage regarding harassment that takes place at SSSP events will be investigated by an External Consultant with professional experience and expertise in handling harassment cases. The accused party will be notified of the charges and given an opportunity to respond. Each party’s statement will be shared with the other. Both parties may provide contact information for individuals to serve as witnesses/references.

Reports that relate to incidents that have taken place outside of SSSP events, including those that have been investigated externally, will be reviewed by the Anti-Harassment committee and considered for specific action. The committee may consult with its own investigator, legal consultant, or others in making its decision.

Timeframe
Reports (other than those addressing violations occurring during the annual meeting) will be acknowledged within 48 hours and responded to within 60 days.

Resolution, Outcomes and Possible Sanctions
The consultant will keep a written record of the process and submit a written final report to the Executive Officer and SSSP President that will be shared with both parties.

Potential outcomes include the following:

1. Negative/Inconclusive Finding: In the event that the consultant’s finding is inconclusive or negative, the Anti-Harassment Committee Chair will convey this to the Executive Officer and the SSSP President, who will inform both parties of the finding in writing.
2. Finding of Policy Violation: In the event that the consultant finds that harassment has occurred (and has determined the appropriate sanctions), the Anti-Harassment Committee Chair will convey the finding and the sanctions in writing in the form of a recommendation to be approved by the Executive Officer (or a staff member designated by the EO) and the SSSP President, who will inform both parties of the finding and sanctions in writing.

Based on a finding of policy violation, potential sanctions may include, but are not limited to, any of the following:

• immediate removal from a meeting or event without notice or refund
• prohibiting participation in society events
• revoking membership or removal from leadership positions
• rescinding awards
• barring from future events and/or leadership positions
• report to appropriate legal authority/home institution

Appeal
Either party may appeal the findings of the investigation within 30 days of receiving the report. Appeals will be made to an Ad-hoc Appeals Committee consisting of the SSSP President, Past President, President-Elect (chaired by the Past President), and Executive Officer. Grounds for appeal include a claim of procedural error, substantive or significant new evidence, evidence of the use of impermissible criteria, or evidence of bias in the treatment of the fact-finding and decision process.

Policy Updates and Approval
This policy and its enforcement will be reviewed by the Anti-Harassment Committee on an annual basis and updated/amended with the Board’s approval as deemed necessary and appropriate.

II. Violations of the anti-harassment policy at annual meeting and other SSSP events.

As a social justice organization, the SSSP is committed to creating a safe and welcoming space at the annual meeting for the free exchange of ideas and professional development; an environment free from harassment based on, but not limited to, race, ethnicity, gender identity or gender expression, national origin, age, disability, health conditions, sexual orientation, religion, language, socioeconomic status, marital status, domestic status, or parental status. This includes the harassment of colleagues, students, guests, SSSP and hotel staff, vendors, exhibitors, and others present at the annual meeting. To that end, we ask you to help us make it very clear that anyone engaging in this kind of behavior is not welcomed at the annual meeting. (The Society also has a Sexual Harassment Workplace Policy, listing numerous examples of sexual harassment, in the Operations Manual, for membersto consult if they wish.)

Sexual harassment and sexual assault disproportionately target people subject to structural oppression: women; people of color; sexual minorities, trans, and gender non-conforming individuals; and disabled people, although anyone can be a victim.

A particular form of sexual harassment is sexual assault, which includes actual or attempted physical attacks and any type of sexual contact or behavior that occurs without the explicit consent of the recipient.

Importantly, certain situations and circumstances escalate harassing behavior and/or language including power imbalances (e.g., graduate student/mentor, during an interview, etc.) and social events that may or may not involve alcohol consumption.

Reporting
If you witness an incident and can help without placing yourself or anyone else in danger, we encourage you to do so. If you or someone is in imminent physical danger, we urge you to alert hotel security and/or law enforcement. Otherwise, attendees are encouraged to report possible instances of harassment to the Executive Officer, Elroi J. Windsor or Anti-Harassment Committee Chair, Sarah Jane Brubaker at ewindsor@westga.edu, sbrubaker@vcu.edu.

Those making a report regarding behavior at a meeting can request that the person violating the policy be contacted by the Executive Officer and asked to avoid contact with the individual reporting the violation, or to leave the meeting altogether. Reports received during annual meetings will be responded to within 2 hours.

Given the compressed timing of the meetings, an investigation of the report may be conducted by the Executive Office, SSSP President, and Anti-Harassment Committee Chair, so that immediate response and action are possible.

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I. C. 6. Workplace Sexual Harassment Policy

The Society for the Study of Social Problems (SSSP) is committed to providing its employees with a workplace, including virtual workplace, and annual and other Society meetings free from sexual harassment.  Sexual harassment can take many forms, but fundamentally, it refers to unwelcome sexual advances, requests for sexual favors, and other unwanted verbal and physical conduct of a sexual nature, including sexual assault, a serious crime.

The following, for example, are or may be forms of sexual harassment depending on the circumstances.

• Sexual pranks, or repeated sexual teasing, jokes, or innuendo, in person or via e-mail;
• Conditioning promotions, awards, training, mentorship and other services or benefits upon unwelcome actions of a sexual nature;
• Verbal abuse of a sexual nature;
• Insinuating, proposing, or demanding sexual favors of any kind;
• Touching or grabbing of sexual nature;
• Stalking, intimidating, coercing, or threatening another person to get them to engage in sexual acts;
• Commenting on someone’s looks, dress, sexuality, or gender in a derogatory or objectifying manner or manner that makes them uncomfortable;
• Repeatedly standing too close to or brushing up against a person;
• Repeatedly asking a person to socialize or flirting with another person persistently when the person has said no or has indicated he or she is not interested;
• Giving gifts or leaving objects that are sexually suggestive;
• Repeatedly making sexually suggestive gestures;
• Making or posting sexually demeaning or offensive pictures, cartoons or other materials in the workspace or other settings where individuals cannot avoid seeing them.

The Society is especially concerned with sexual harassment that results from power differentials between parties based on academic and other statuses, e.g., faculty/student, senior faculty/junior faculty, supervisor/subordinate.  This situation often results in those with less power feeling reluctant to express discomfort with the situation, to reject gestures/offers of “gifts,” to otherwise offend the person with more power because doing so could negatively affect their career.  This can be interpreted as their willingness/agreement to participate in a wide range of interactions.  The onus is on the party in the superior position not to place someone in a less powerful position in these situations.  An example of this may be a supervisor asking someone in a subordinate position to meet them in their hotel room to discuss budgets or other administrative tasks or for a Board member to do the same with an employee of the organization.  In fact, if the individual in the subordinate position is the one to make the suggestion, the individual in the more powerful position should decline and suggest meeting instead in a more public or less compromising location.

Anyone can be a victim of sexual harassment, regardless of gender or gender identity.  If an employee believes that they have been sexually harassed or subjected to unwelcome sexual attention, they have the option of addressing the situation directly and immediately to the harasser.  The onus, however, should never be on the victim to have to make clear that they do not want or enjoy the attention they are receiving.  There should be affirmative, unambiguous, and conscious consent given by each participant to engage in mutually agreed-upon sexual activity.  Consent is given by clear words or actions and may not be inferred from silence, passivity, or lack of resistance alone.  Existence of a current or previous dating, marital, and/or sexual relationship is not sufficient to constitute consent to additional sexual activity.  Consent to one type of sexual activity does not imply consent to other types of sexual activity.  Someone who is unconscious, asleep, or otherwise mentally or physically incapacitated, whether due to alcohol, drugs, or some other condition, cannot give consent.  Consent cannot be obtained by force, intimidation, threat, coercion, isolation, or confinement.  Agreement obtained under such conditions does not constitute consent.

Reporting Sexual Harassment
If an employee believes that they have been sexually harassed or if the inappropriate conduct from a previous case does not cease, they should report the incident to their supervisor or to the President of the Board of Directors, depending on whom they are accusing of sexual harassment.  It is helpful, but not required, to provide a written record of the date, time and nature of the incident(s) and the names of any witnesses, and to report the misconduct as soon as possible.  All inquiries, complaints, and investigations will be taken very seriously and handled as confidentially as possible, and steps will be taken to ensure that complainants are protected from retaliation during and subsequent to the investigation.  In cases where sexual harassment has been determined to have taken place, the Society will do what it can to put a stop to the harassment and to prevent its reoccurrence; and if it is unable to do so, to assist the victim in identifying the appropriate office, including law enforcement officials, for assistance.  In every city in which the annual meeting is held, the Society will compile and make available to members, a list of professionals or agencies/organizations in that city that specialize in assisting victims of sexual harassment and abuse.

University of Tennessee – Knoxville’s Sexual Harassment Policy
With the exception of the Executive Officer, everyone who works for the SSSP is technically an employee of the University of Tennessee; therefore, they are covered as well by UTK’s sexual harassment policy, found here: https://titleix.utk.edu/wp-content/uploads/sites/75/2019/08/2019-2020-Title-IX-Policy-with-Appendices-vFINAL.pdf.

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I. C. 7.  Statement on Funding Requests by Other Groups and Organizations

Consistent with its policy on division sponsored workshops, the Board of Directors will consider funding and promotion requests by other groups and organizations only if the activity does not draw annual meeting attendees away from sessions, receptions, and other activities of the SSSP during the annual meeting.

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I. C. 8.  Statement for Handling Matters Needing an Immediate Response

On rare occasion, a matter may require an even faster response than the process for Proposing Timely Statements to the Membership (Section I. C. 14. below) can accommodate. In those instances, the current President, Vice-President, and Executive Officer (EO), are authorized by the Board to act on behalf of the Society, as long as the position taken is consistent with the mission of the Society; only after verifiable, credible, and sufficient information has been obtained to support the position; and only on positions for which a substantial consensus in the Society is assumed to exist in support of the position adopted and the manner in which the issue is addressed. This assumption will rest principally on previous positions, including resolutions approved by the Board and membership. Furthermore, the decision to act, and the manner in which to act, must have the full support of all three parties, otherwise the matter must be taken to the Board, even if the delay results in the Society not taking a timely position. The Board will review the use of this authority on an ongoing basis and rescind it if it believes that this authority has not been used in the manner in which it was intended.

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I. C. 9. Statement for Handling New Awards

The SSSP grants awards, fellowships, and scholarships in recognition of meritorious work by outstanding scholars, practitioners, advocates, and students who demonstrate active pursuit in the application of critical, scientific, and humanistic perspectives to the study of vital social problems.  As a rule, proposals for new awards (including article and book awards) must be proposed and conferred by the relevant division.  Exceptions must be approved by the Board of Directors and will be approved only when there is a compelling reason for the Society to create the award in the first place and, in the second place, for the award not to be given by a division or divisions.

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I. C. 10. Statement for Facebook Pages

While we are fully committed to providing an open platform for the free exchange of ideas and spirited debate, we are equally committed to ensuring that these conversations are conducted in a manner that respects the human dignity of participants.  Consequently, participants on the SSSP Facebook pages are expected to comply with the SSSP’s policy against discrimination and harassment (https://www.sssp1.org/file/SSSP_Anti-Harassment_Policy.pdf), which may include, but not be limited to, “offensive jokes, slurs, epithets, name calling … intimidation, ridicule or mockery, and insults and put-downs.” Thank you for your participation and cooperation.

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I. C. 11. Statement for Handling Unspent Funds

All unspent funds will be returned to the Society’s general fund and will not be carried over to next year’s budget.

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Executive Officer and Administrative Officer

The Executive Officer and the Administrative Officer 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 the Administrative Officer as has been indicated above. These two positions are compensated by the Board of Directors and, in practice, compensation for the positions has been recommended by the Budget, Finance, and Audit Committee. The By-laws 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 12 of the By-laws). Section I. A. of this manual provides a description of the work of the Executive Officer and the 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 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 the Divisions reports on the activities of the divisions.

Committees

A large portion of the work of the Society is done by committees. Committees report to the Board of Directors at the annual meeting if their report requires action by the Board. In the event that no action is required, the committee’s report will 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.

In order to protect the integrity of the Society, members of a committee, or the Board of Directors, must disclose any conflict of interest or even the appearance of a conflict of interest to the other members of the committee in any process involving the awarding of funds or anything else of value to an individual or group. The Committee Chair will then discuss the conflict or the appearance of the conflict with the Executive Officer, to determine the appropriate next step, which may be to require said member to withdraw from the process entirely or some portion of the process. Click here to access the policy.

Annual Business Meeting

This meeting occurs on the first day of the annual meeting and is a time for direct reporting to the membership on the administration of the Society.

Divisions

Divisions vary greatly in strength and activity. The Board of Directors communicates formally with the divisions through the Chairperson of the Council of Divisions. Specifically, the Board of Directors needs to be concerned about the continued viability of a division. The Chairperson of the Council of the Divisions may recommend replacing a Division Chair to the Executive Officer and the Administrative Officer if the Division Chairperson fails to fulfill one or more of the following requirements after at least two reminders/warnings: (1) distribute at least one newsletter per year, (2) provide an annual division budget on time, and (3) maintain a current division mission statement on the division’s webpage. In order to fulfill this requirement, SSSP requests that division chairpersons review their mission statement at least every two years, but certainly each time a new division chair begins his, her, or their term and make changes as necessary. The Executive Officer will discuss the recommendation with the Chairperson of the Council of the Divisions and the Administrative Officer. If they agree to proceed with the recommendation to replace, the Executive Officer will forward the recommendation to the Board of Directors for the final decision, and invite the Division Chairperson to submit to the Board, through the Administrative Office, a challenge to the recommendation if they do not agree with the recommendation within two weeks of notification. If the Board decides to replace the Division Chair, an emergency election will be held within one month to elect a replacement chair.

The Executive Officer may initiate efforts to review the viability of any division that fails to comply with one or more of the following requirements: (1) have at least 50 members for two years running, (2) have a replacement chair elected by the end of the current chair’s term of office, (3) organize at least two sessions for the annual meeting, (4) be represented at every meeting of the Council of Divisions, and (5) hold a divisional meeting at the annual meeting. If the Executive Officer finds that a division is no longer viable according to these criteria, the Executive Officer will discuss the recommendation to eliminate the division with the Council and invite the division in question to respond to the Executive Officer’s recommendation. The Executive Officer will then decide whether to forward his, her, or their recommendation to the Board for the final decision.

As scholarly interests change, the Board of Directors is charged with establishing new divisions as discussed in Article VI, Section 1 of the By-laws. A substantial number of members choose to relate to the Society primarily through the divisions. The Society encourages this specialization by making the divisions responsible for a large share of the program at each annual meeting. For more details on divisions, see Section III of this manual. 

I. C. 12. Statement on Annual Meeting Accessibility

SSSP aims to make the annual meeting an accessible and inclusive space. Our Accessibility Committee strives to ensure that all facilities at the annual meeting are accessible to disabled participants to encourage and assure their full participation. In addition, SSSP upholds an Anti-Harassment Policy to create a safe and welcoming space. We offer a number of travel awards to support attendance by students, lower-income members, and international scholars from the Global South and other oppressed areas outside the U.S.

All SSSP Annual Meeting attendees will be required to follow any COVID 19-related protocols mandated by local authorities at the time of the meeting. SSSP strongly recommends that attendees receive COVID 19 vaccination in advance of participation and use masks while we are together in Montréal. As you navigate the meeting space, please do your best to help protect all of our colleagues. SSSP may choose to enact stricter protocols should they be warranted by public health circumstances closer to the meeting time.

Remote presentation options will be made available for paid meeting registrants who have a disability and people who have a medical condition for which a medical professional would advise against in-person attendance. SSSP is optimistic that all remote presentation requests can be accommodated, but depending on demand and available Wi-Fi bandwidth, remote presenters should be aware that the Wi-Fi could potentially fail to support the presentation. Therefore, registrants are asked to only request remote presentation if truly necessary to increase the chances that sufficient bandwidth will be available to those who need it. A request for remote presentation must be made by July 21, 2024. To request remote presentation, contact Michele Koontz, Administrative Officer & Meeting Manager, mkoontz3@utk.edu.

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I. C. 13 Setting Mail Ballots for Membership

With respect to the Annual Business Meeting of the membership, sufficient time and a sufficiently large meeting hall will be provided so that the membership may review any and all appropriate aspects of the business of the Society. Upon a vote of twenty-five percent of the members at a meeting, any issue may be submitted to a web-ballot of the membership of the Society for final approval. The Board of Directors may also vote to submit any matter to a web-ballot.

In all matters on which, according to these By-Laws, either the Board or the membership by web-ballot may act, and on which the vote of the membership and the Board disagree, the vote of the membership shall be final.

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I. C. 14. Timely Statements

From time to time, the Society for the Study of Social Problems (Society) takes positions on a wide range of social issues and problems by a vote of the Board of Directors (Board) when the issue cannot wait until the next annual meeting.

At times other than the Annual Meeting, twenty-five or more members of the Society may submit a petition, bearing their signatures and sent by mail to the Executive Officer of the Society, that a statement be submitted to a web-ballot of the membership of the Society for final approval. The Board of Directors shall first consider this issue within ten business days of the Executive Officer receiving it. Approval of the motion or resolution by the Board will be considered final. If, however, the Board does not approve the motion or resolution, it shall submit it to web-ballot of the membership for final approval, together with its own recommendations and additional or alternative proposals it may wish to offer, and establish an expedited timetable of no less than two weeks for the vote if time is of the essence for the Society to address an issue in a timely and effective manner. The ballot may be accompanied by statements on behalf of the contending positions.

Current members will vote online for or against each timely statement, or abstain. The voting period will be two weeks. A timely statement will pass if two-thirds of the members voting online by the deadline vote in favor of the timely statement. The final results of the vote shall be reported to the Board of Directors, and published as early as possible on the Society’s website.

If a timely statement or immediate response requires letters or e-mails to be sent, the sponsor of the timely statement or immediate response must draft the letters and/or statements and create a list of addresses/e-mail addresses for distribution and, if necessary, be prepared to assist the Administrative Office in getting the timely statement or immediate response to the appropriate individuals or agencies. Furthermore, sponsors are responsible for keeping the Society informed of developments pertaining to the timely statement or immediate response they sponsored.

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I. D. Selecting the Executive Officer, the Administrative Officer, and the Administrative Office

At the annual meeting, the Permanent Organization and Strategic Planning Committee and 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 committee 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. 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. Advertisements will be posted in all SSSP information documents (division newsletters, journal, website, etc.) to ensure and encourage 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 Society’s website. Interested SSSP members in good standing may apply by submitting a letter of interest, CV, 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 the prospective nonacademic host institution. The names and complete contact information of three other references must also be provided. The letter of interest should include the support the host institution is willing to provide for the prospective Executive Officer. Institutional support must be corroborated by the letters from the Dean and/or Department Chair, or the 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 May 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 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 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 or them 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.