SSDP Chapter Leadership Handbook

SSDP chapters are guided by six core governance principles.

1. 1
   Accountability

   Officers and members are accountable to each other and to SSDP International. All decisions, finances, and activities are documented and accessible.

2. 2
   Transparency

   Meeting minutes, financial statements, and activity reports are shared openly with the full membership.

3. 3
   Inclusivity

   Decision-making processes actively include diverse voices, especially those most affected by drug policy. No member is excluded from governance on the basis of background, identity, or opinion.

4. 4
   Integrity

   Officers act in the best interests of the chapter and its mission, not personal gain. Conflicts of interest are declared and managed.

5. 5
   Sustainability

   Governance structures are designed for continuity beyond any individual leader. Knowledge, documentation, and relationships are preserved for future teams.

6. 6
   Democratic participation

   All members have an equal vote in the General Assembly. Officers are elected, not appointed by default.

Chairperson / President

Leads the Executive Committee and presides over all General Meetings; represents the chapter externally to SSDP International, the institution, and partner organisations; oversees implementation of the Annual Work Plan; signs off on official communications and financial commitments above threshold; ensures committee members fulfil their responsibilities; reports to the General Assembly and SSDP International.

Vice-Chairperson / Deputy President

Deputises for the Chairperson in their absence; leads specific programme areas as delegated by the Chairperson; coordinates cross-functional activities between portfolio officers; supports member engagement and chapter culture.

Secretary

Manages all chapter documentation, filing systems, and correspondence; records and distributes minutes of all meetings within 5 working days; maintains the membership register and officer contact list; ensures compliance deadlines are met; coordinates meeting logistics and agendas.

Treasurer

Manages the chapter bank account as joint signatory with the Chairperson; maintains accurate financial records; prepares monthly financial summaries for the Executive Committee; prepares the annual financial statement for the AGM and SSDP International; leads budgeting and fundraising planning; ensures expenditure follows financial controls.

Communications and Media Officer

Manages all social media accounts, newsletters, and external communications; maintains consistent SSDP brand identity; creates content that educates, advocates, and recruits; manages media relations and press releases; liaises with SSDP International's communications team.

Advocacy and Policy Officer

Leads policy research and analysis relevant to the local and national context; develops and implements advocacy campaigns and petitions; builds relationships with government officials, legislators, and civil society; monitors drug policy developments; coordinates chapter participation in SSDP International advocacy initiatives.

An officer has a conflict of interest when a personal, financial, or professional interest may influence, or appear to influence, their decision-making on behalf of the chapter. Conflicts of interest must be declared verbally and in writing to the Executive Committee before any discussion or vote on the matter, recorded in the meeting minutes, and managed by recusal: the officer with the conflict must leave the room before discussion and must not vote.

Each outgoing officer must prepare and submit a handover package to their successor within two weeks of elections. The package must include:

• Portfolio summary: overview of the role, key responsibilities, and current status of all ongoing activities
• Key contacts: names, roles, and contact details of all relevant external contacts (partner organisations, funders, media, institutions)
• Active commitments: pending tasks, upcoming deadlines, ongoing grants, events in planning
• File transfer: all digital files, passwords (via secure transfer), and physical documents
• Lessons learned: what worked well, what to avoid, advice for the incoming officer
• Pending issues: unresolved conflicts, outstanding correspondence, unanswered requests

If an officer resigns, is removed, or becomes unavailable without planned succession, the following steps apply:

1. 1
   1. Convene emergency meeting

   The Chairperson (or Vice-Chairperson if the Chairperson is affected) convenes an Emergency Executive Committee meeting within 5 working days.

2. 2
   2. Appoint acting officer

   The Executive Committee appoints an acting officer from among willing members in good standing.

3. 3
   3. Confirm or hold by-election

   A Special General Meeting is called within 30 days to either confirm the acting appointment or hold a by-election.

4. 4
   4. Request handover regardless of departure reason

   The departing officer is asked, in writing, to submit a handover package within 10 working days, regardless of the reason for departure.

5. 5
   5. Notify the Advisor

   The Advisor is notified and consulted throughout the process.

1. 1
   1. Early identification

   Any member may raise a concern to the Secretary or Vice-Chairperson. All concerns are treated as confidential at this stage.

2. 2
   2. Informal resolution

   For interpersonal or minor governance conflicts, the Vice-Chairperson or Advisor facilitates a private conversation between the parties within 7 days of the concern being raised.

3. 3
   3. Mediated dialogue

   If informal resolution fails, a structured mediation session is convened. Both parties agree to the process; a neutral mediator (Advisor or trusted senior member) facilitates. Ground rules are established. Each party speaks without interruption. The mediator guides toward agreed outcomes.

4. 4
   4. Executive Committee review

   If mediation fails, or the conflict involves misconduct, the full Executive Committee (minus any conflicted parties) reviews the matter and makes a formal decision within 14 days.

5. 5
   5. Escalation to SSDP International

   Serious misconduct (harassment, financial fraud, discrimination) or unresolved governance disputes are escalated to SSDP International's chapters team immediately.

6. 6
   6. Documentation

   All conflict proceedings, decisions, and outcomes are recorded by the Secretary in a confidential file, separate from general meeting minutes.

• Treat all fellow members and community partners with dignity and respect, regardless of their background, identity, or views on drug use
• Communicate disagreements constructively, critique ideas, not people
• Maintain confidentiality of sensitive member and organisational information
• Avoid conflicts of interest; declare them when they arise
• Not use the chapter's name, resources, or platforms for personal gain
• Report concerns about misconduct to an officer or the Advisor promptly
• Honour commitments made to the chapter and fellow members

Burnout is the leading cause of volunteer attrition in student organisations.

• Monthly "Member Spotlight" on social media
• Annual Chapter Awards (e.g., "Most Valuable Advocate," "Rising Star") presented at AGM
• SSDP Certificates of Participation / Leadership (requested through SSDP International)
• LinkedIn recommendations written by the Chairperson for outgoing officers
• Opportunities to represent the chapter at SSDP conferences and training events
• Chapter merchandise (t-shirts, stickers) for active members
• Skill-building workshops offered as a benefit of membership

SSDP chapters are encouraged to develop a 2 to 3 year Strategic Plan that sets long-term direction, with an Annual Work Plan that translates strategy into concrete activities and targets. The Strategic Plan is reviewed annually and updated every 2 to 3 years.

Based on your SWOT analysis, define 3 to 5 strategic goals. Each goal should be Specific, Measurable, Achievable, Relevant, and Time-bound (SMART). Examples:

• Grow chapter membership from 20 to 60 active members by end of Year 2
• Achieve at least one campus drug policy reform by Year 3
• Establish a sustainable funding base of USD 5,000+ annual income by Year 2
• Deliver peer education to at least 500 students per year across the city by Year 2

For each strategic goal, estimate the human, financial, and technical resources required. Flag gaps to be addressed through fundraising, partnerships, or SSDP International support.

• Month 6: Mid-year review, progress vs. strategic goals; adjust activities where off-track
• Month 11: Annual review, assess full-year performance against all strategic indicators
• Year 2 to 3: Full strategic plan refresh, conduct new SWOT, update goals for the next cycle, engage full membership in the process