governance updates

Helping Others Serve the Poor

Excerpted from Vincentian Life: Conference

When someone considers reaching out to help the poor and calls the parish office for a contact person or organization, the name given is usually someone involved in the St. Vincent de Paul Conference.  Why?  It is because they are active, visible and available.  They are the ones to contact who will channel the desire to serve or volunteer in the right direction.  For it is by our visibility within the parish community, not our anonymity, that we help others come to serve the poor.

AT THE CONFERENCE LEVEL

BEING ACTIVE

Active Members of the Society are actively involved in the works of the Conference, and at least knowledgeable if not involved in the work of the District and Diocesan Councils.  We’ve all heard the phrase, “If you want something done, ask a busy person.”  That busy person may not be able to help, but he or she usually will know where to send someone to get help.

BEING VISIBLE

Each of us, regardless of the talents God has given us, can be a leader.  We lead by example.  Even the most introverted among us can lead by doing – doing the Conference food and clothing drives, bundle Sundays, Christmas programs and all the other activities that the parish Conference is involved with.

Through the parish bulletin let your fellow parishioners know what you are doing and how you are serving the poor.  This gives others’ ideas on how they can help.  Monthly news items in the parish bulletin about Conference activities are recommended.  Monthly news items, consistently appearing over several years, begin to make a lasting impression.

Give the people in your parish a name (a person to contact) or a telephone number (office or Conference number – not a member’s personal number) and repeat that often.  If you have a good thing going (and we do), tell the world.  People like to join an organization that is active, with lots of things happening.

You also need to make known the needs of the Society as well as the Conference, along with the opportunity to help the poor.  We have a message of hope for the poor.  We also have a way to help, for those who aren’t poor.

BEING AVAILABLE

To be available is to make a great gift – the gift of your time.  The work of the Society is, according to the Rule, subordinate to your commitments within your family and job.  So, your “available” time comes out of your recreation or “fun” time, and that’s the sacrifice.

Many Conference members are available to the poor but aren’t willing to talk about what they do for others.  Some of us aren’t instinctively saleswomen and salesmen, but we must all become communicators.  There are people in the parish and outside world who want to know what, why, where and how of what we do.  We need to tell them.  Everything we do requires volunteers to make it work and enthusiasm to make it happen.  Once others hear about these things, they too can be a part of it.

AT THE UPPER COUNCIL LEVEL

The work of the Society often meshes with the objectives of other groups, even commercial organizations.  Mutually beneficial activities can be scheduled that serve the needs of these groups and the poor at the same time.  Even activities which appear self-serving (e.g., the professional athlete showing up to serve in a charity dining room) can have many beneficial effects.  The poor can thrill to see the star, and the athlete can have his heart touched by what he sees and begin to take a deeper interest in the poor and the work of the Society.

Other community groups, such as those dealing with domestic violence, can find their efforts flower when they join with the Society to serve those who are suffering.  In a synergistic effect, Vincentians are able to do their work better and more productively while the other groups can extend their assistance into more troubled homes.

Contacts with CEOs or large business interests are probably out of the reach of the average Conference.  However, if that CEO or business executive is a member of your parish community or a personal friend, who knows what can be achieved?

Who knows what initial contact got Eddie Basha (owner of a food store chain), Bill Keane (popular cartoonist), Joe Garagiola (baseball player and commentator) or Mohammed Ali (champion boxer) involved with the Society?  Perhaps it was simply a Vincentian enthusiastically talking about our work with someone they knew only as a friend or neighbor.

Leadership by example.  Active.  Visible.  Available.   You can do all four.

At this special time of the year when our thoughts turn to giving thanks, it is appropriate to reflect on the many reasons Vincentians have to be grateful.

Perhaps the two most important are the ongoing guidance of Divine Providence, which has been wondrously at work on behalf of the Society of St. Vincent de Paul during the past 191 years, and the constant inspiration of the Holy Spirit evidenced so beautifully by the way Vincentians respond every day to the challenges we face in serving Christ’s beloved poor.

We are privileged to participate in the perpetual miracle of our Society:  Ordinary people doing extraordinary things which restore hope to those who have none and change their lives for the better.  Our countless benefactors, whose generosity makes it possible for us to help so many people in so many ways, deserve our gratitude as well.

On the most personal level, going to the essence of Vincentian spirituality, we should be thankful to those we serve for the blessings they bestow on us which transform our own lives.

Very importantly, we have each other, truly something to cherish.  Loving and supporting one another while helping the poor is an integral part of our mission.

Vincentians have been graced by God to be members of one family throughout the world living Blessed Frederic’s divinely inspired vision of a global network of charity and social justice.  We should thank God for our Vincentian vocation, a blessing of eternal value.

And, ultimately, how blessed we are with the gift of faith, and in that faith Christ’s greatest gift – the Eucharist.  How fitting it is that “eucharist” means “gratitude.”

Owners And Stakeholders – Part Two

The source of this article is Governance: Council and Board, the original version of which was authored by former National Vice President Terry Wilson.

Last week we discussed five groups of people who should be considered stakeholders in what we do as Vincentians.  Here are five additional groups:

• Collaborative Nonprofit Organizations
• Governmental Entities
• The Community At Large
• The Local Bishop (in the case of all Catholic organizations)
• Pastors and Clergy (in the case of any Catholic organization supported by a parish)

Other nonprofit organizations are stakeholders. We all share a com­mon goal to some degree.  All nonprofits influence other nonprofit or­ganizations in their community.  Especially important are those nonprofits that we partner with. If the Society does something to dam­age its reputation, then those that collaborate with it also may suffer collateral damage.

Every nonprofit needs other nonprofits to accomplish larger projects.  With diversity of missions nonprofits can share the overall needs of those served by sharing our strengths with each other.  For example, a person may need shelter that is provided by another nonprofit while the same person also needs clothing or food that is available from our Society.

The city, county, state and federal govern­ments are additional stakeholders.  Nonprofits and their volunteers are significant contributors to the support of the responsibilities of all these governmental entities.  If federal and state governments did not allow donations to nonprofits to be tax-deductible, much of our work would be impossible to fund.  If nonprofit organizations did not exist, it would be left up to the gov­erning bodies to provide necessary services to the public.  Government agencies are very interested in what is done, how it is done, and the level of effectiveness and efficiency with which it is accomplished.  They are also responsible to ensure that all laws are followed and that services provided do no harm to those who are served.

The entire community is a stakeholder. It has an interest in how those in need are served. The overall community and its image are improved when the disadvantaged are taken care of.  The community is then thought of as a better place to live, raise children and experience a better quality of life. Where the care of those in need is provided by nonprof­its, the taxes necessary for broader social services are lessened.

Residents of the community often consider themselves “owners” of our Society.   Because the people of the community see our work, some become donors, some volunteer, and some know of someone who was served.  Most agree with our work and readily identify with what we do even though they may not be directly involved. They may simply know that the Society of St. Vincent de Paul is in their community and helping the poor.  That knowledge is im­portant to them.

The finances of the nonprofit corporation are also more important to a wider community than the finances of a for-profit.  Everyone who contributes in some way, who receives services, or who simply knows about its work consider themselves an owner or stakeholder.  There is a perceived level of stewardship by the community.  They expect the nonprofit to be run efficiently and that the money donated or granted to it goes toward intended programs.  In fact, many people believe that nonprofit organizations should have plain, inexpensive offices and equipment.   To them it is an indication that most of the donations are given to the poor and not to the people running the nonprofit.  The people of the community will not tolerate what they consider to be excessive salaries.  In their eyes a nonprofit employee is really a dedicated volunteer and does the work because of a love of the mission and not for a well-paid job.  For many employees that is a reality.

In our Society we recognize the need to maximize the amount of our donations that goes directly to those in need.  But that maximization cannot come at the expense of our employees who deserve adequate wages.  The Society’s Voice of the Poor Committee has developed a policy about a just wage for our employees.  That policy has been approved by the National Council Members.

In the case of Catholic organizations, the local Bishop is responsible for all activities related to the Church in his Diocese.  Because our Society is in the Diocese at the pleasure of the bishop, he is a stakeholder.  He allows us to be in the parishes because of our close relationship to the Church and the work we do for Christ’s poor.  Because the way we operate directly reflects on the Diocese in the eyes of the community, and because our Society also contributes to the spiritual growth of its members and evangelizes by its members’ actions, the bishop has great interest in what we do.  He knows that we assist in fulfilling the Church’s preferential option for the poor.  This vital relationship requires regular and close attention.  Keeping your Bishop informed about the activities and achievements of your Council should be a high priority.

Pastors and Clergy are stakeholders for reasons similar to those of the bishop.  Our presence in the parish helps the pastor and other clergy serve the poor and relieves the parish burden of responding to the needs of people coming to the Church for assistance.  Always keep in mind that St. Vincent de Paul serves in the parish with the pastor’s permission.

Owners And Stakeholders – Part One

The source of this article is Governance: Council and Board, the original version of which was authored by former National Vice President Terry Wilson.

Have you ever considered the audiences you have as a Vincentian and especially as a Vincentian leader? Whether you are a Conference or Council President, a member of a Board of Directors, serve on a committee or are an active or associate member of a Conference there are a number of people to whom you are accountable, are your audience, or have a stake in what you do and how you do it.  We call these people “stakeholders.”

In for-profit companies the finances are mainly of interest to those who own the corporation or those interested in becoming owners.  Nonprofit corporations, however, have many “owners,” also known as stakeholders.  This week we’ll discuss five of these groups and next week an additional five.

• Members
• Those They Serve
• Donors
• Volunteers
• Employees

Let’s talk about these one at a time:

Members are stakeholders. In the Society of St. Vincent de Paul, most Vincentians consider their work to be a vocation. They believe in the mission and have invested heavily with their time, talent and resources to help achieve it.  More than that, it is often their very way of life.

The needs of those served make them stakeholders.  For example, our Society’s mission is carried out by supplying people in need with serv­ices and goods they require to live a decent life.  In many cases our help is the difference between the abject poverty of living on the street or the peace of having a place of their own in which to live.

Our Society’s work goes beyond food, shelter, clothes, furniture, etc.  When life circumstances such as illness, job loss or poor decisions fall heavily on a person or family, Vincentians can bring hope, share our spirituality and provide at least for basic needs.

Donors make our work possible. They want to be sure their dona­tions are used to achieve the greatest amount of benefits for the program to which they contributed.  Even though they know it is not possible, they would like every dollar they give to go directly to those in need.

Donors give of their time and money because they believe in what we do and how we do it. They want to find a way to give to the poor or make a difference in someone’s life.  Our Society and the way we oper­ate gives them confidence that their support will achieve their desires to help those in need.

Volunteers are closely aligned with any nonprofit, especially ours. They desire to contribute to those in need and to give back to the community for their own good fortune. They see the Society as a well-run organiza­tion that knows how to reach those in need and assist them.  It is not uncommon that a volunteer will eventually become a member.

Employees work for any corporation or business to provide for their own needs.  In our Society they become our partners in our mis­sion. More than that, they become believers in our work and who we are. We expect them to present themselves to those we serve and the public in the same way a member does. They are often so involved that you find it hard to separate them from our Vincentian members.

They are true stakeholders because they both support and foster the mission and because they need to earn a living.  Some may even be will­ing to continue to work for less than they can earn elsewhere.  The Soci­ety has a responsibility to pay a living wage and provide necessary benefits.  All members of the Society must ask:  How can we live out our mission to help others if our own employees are underpaid?

What Is Meant by “Hoarding” in a St. Vincent de Paul Context?

Within the documents of the Society of St. Vincent de Paul, there are found a number of instances where hoarding is prohibited. Please look at the Appendix to this document to see those specific references. Unfortunately, there is no specific place in the SVdP documents where the word hoarding is actually defined. There have been many times over the years that the National Office has been called to give a definition so our members can have a better understanding of the prohibition. The explanation was given a number of times in the Q&A section of the National Council’s Frederic’s e-Gazette. However, it has been deemed appropriate by the National Governance Committee to give a formal definition.

Webster’s New Collegiate Dictionary defines hoarding as “to collect and lay-up, amass and conceal.” The considerations related to hoarding within the Society of St. Vincent de Paul, however, are slightly different when looking at this from a Conference perspective and a Council perspective. We have treated each separately.

Conference Considerations

A. TYPES OF FUNDING HELD BY CONFERENCES

The first consideration before answering the question “What is Hoarding” is to understand the different types of funds that Conferences may hold.

1. General Donations: These funds are received from the parishes, members, benefactors, other SVdP entities, bequests made to a Conference that do not designate a specific purpose, other organizations, and fundraising efforts. There is no specific intent associated with these funds other than the assumption that the funds will be used for the purposes of the Society to better serve those in need. These funds should generally be held in the Conference checking account or other liquid financial accounts.
These funds are susceptible to hoarding.

2. Donor-designated Funds: These funds are received from a donor (individual or organization) that identifies a specific purpose for the use of those funds. For example, an individual gives a check to a Conference and on the line preceded by the word “for” the donor has specified “utility payments.” Another example is a check from a donor that is accompanied by a note or letter that designates the donation for a particular purpose. If a Conference accepts the check, it accepts the responsibility to track those funds and only use those funds for utility payments. A Conference has a legal obligation to ensure the funds are not used for any other purpose.
These funds must be used for the purpose given. When not used for the purpose intended, these funds may also be considered as hoarding.

3. Funds from Grants: These funds, for the most part, are similar to Donor-designated Funds. They are usually given for a specific purpose and that purpose must be honored.
These funds must be used for the purpose given. When not used for the purpose intended, these funds may also be considered as hoarding.
However, sometimes, but rarely, grant funds are issued for general use by a Conference. In this case the funds are treated the same as general donations.
These funds are susceptible to hoarding.

4. Capital Campaigns/Endowments/Disaster Relief: Capital campaigns are normally established to purchase land, buildings, special equipment, or fund special programs. Endowments may be established to provide special programs or services with ongoing income. Disaster relief funds are normally established to provide relief to people suffering from a recent disaster in the area. The key thing about these funds is that donors contribute to them for their specific purpose. These funds are collected for a specific purpose and can only be used for that purpose. These are treated the same as Donor-designated Funds.
These funds must be used for the purpose given. When not used for the purpose intended, these funds may also be considered as hoarding.

5. Interest Earned: Sometimes Conferences place their funds in financial instruments that gain interest.
a. If the donor requires it, the interest earned on his/her donation must be used for the purpose of the fund for which it was originally designated.
b. Otherwise, if the allocation of interest creates an unnecessary burden there is no legal requirement for the interest to be restricted for any purpose and may be used as the Conference determines. It may create an unnecessary burden to try to allocate the interest to specific funds.
All interest that is for general use is susceptible to hoarding. All interest designated and used for a specific purpose is not susceptible to hoarding.

6. Conference-designated Funds: There are times when the Conference takes a certain amount out of the general fund and sets it aside for a particular purpose. Those funds will remain in the designated area until the Conference decides to use them for another purpose. These Conference-designated funds may be changed from one purpose to another as often as the Conference decides. An example of this is a Conference budget which designates a specific amount of funds to be spent on maintenance of equipment. The budget designations may be realigned at any time by the Conference. These funds, if originated in the general fund, are susceptible to hoarding.

7. Conference Reserve Accounts: A consideration for Conference reserve accounts must be included with the above. There is only one mention in the Manual related to reserves for Conferences and it does not use the word “reserves.” Donations to Conferences — whether they come from church collections, from the members themselves, from benefactors or from fundraising efforts — are meant to address today’s needs. It is wrong for a Conference to seek financial security by building up a large balance for the needs of the future. Conference balances should not exceed what they expect to spend during an average quarter. Surplus funds should be shared generously with more needy Conferences or the Special Works of the District Council.
It addresses the fact that donations are “meant to address today’s needs” and that “surplus funds should be shared generously.” This applies to most Conferences. So, unless a Conference has some fixed expenses, there is no need for a reserve account. The “balance for the future” and/or the reserve account, if originated in the general fund, are susceptible to hoarding.

8. Special Works Reserve Accounts: Stores and other Special Works that may be operated by a Conference may legitimately have fixed expenses. Although the Manual attributes Stores and Special Works to Councils, the recommendation is to maintain a balance for the future of up to six months of expenses. This balance for the future or Special Works reserve account should be maintained at such a reasonable and necessary level as the Conference or the Board of Directors determines is needed to assure the financial stability of the Special Work. Surplus funds should be shared generously with more needy Conferences or Special Works of the Councils. The “balance for the future” and/or the Special Works reserve account may be susceptible to hoarding.

So, it boils down to two types of funds that are held by the Conference: those that are susceptible to hoarding and those that are not. Those funds that are designated for a particular purpose by the donor must be honored (by law) for that purpose. Our concern in this document is to define hoarding, so let us recap which funds of a Conference are susceptible to hoarding:
1. All funds held for general use, typically these are in the checking account, but they may be in other financial instruments.
2. Grant funds that are designated for general use.
3. Interest earned on funds designated for general use; and
4. Conference-designated Funds.

B. REFLECTIONS ON HOARDING RELATED TO CONFERENCES

Members must accept the fact that our donors have given the Conference resources to use to help those in need. The reality is that the funds we have belong to the suffering, the deprived, the forgotten, the poor and those in need. We are stewards of these resources and are accountable for how they are used. There are two primary considerations about the funds our Conferences receive:

• Are the funds we received designated by the donors for a particular purpose? If so, then it is our obligation both legally and morally as stewards of those resources to ensure they are used for the purposes for which they were given.
• Where there is no specific donor designation, then the funds are to be used to relieve the needs of those who come to us for help (with a reasonable amount dedicated to Society approved Conference expenses).

Hoarding occurs when a Conference decides to keep funds in its financial instrument
rather than helping an individual or family that it is capable of helping.

The fact is that once the Conference decides that the request is legitimate and it has the resources to fulfill the request, then deciding to keep the money in the bank is the wrong decision and constitutes hoarding.

As Vincentians, we are asked to love those in need in the best way we can. The only way to do that is to treat each case on its own merit. While establishing general guidelines for assistance has some benefit, Vincentians are called upon to assess each home visit as a unique encounter and should not set predefined limitations on the amount of help to be given or the type of help to be given or the number of times to help someone. To love someone in the best way possible is the keep all of our resources available for our Lord’s use. All of our resources include our hearts, our time, our funds and other things we use to help people.

C. STEPS TO BE TAKEN WHERE A CONFERENCE HAS ACCUMULATED EXCESS FUNDS

Conferences are encouraged to seriously read the Manual, Section 2.1 Conference, Funds of the Conference: “It is wrong for a Conference to seek financial security by building up a large balance for the needs of the future. Conference balances generally should not exceed what they expect to spend during an average quarter. Surplus funds should be shared generously with more needy Conferences or the Special Works of the District Council.”

A review of fund balances should occur towards the end of each fiscal year with Conference members entering into a discussion and consideration of “twinning” to more needy Conferences within their District and/or Council, to SVdP National programs providing direct assistance, to Disaster Services Corporation, or to some SVdP International Conferences.

Council Considerations

A. TYPES OF FUNDING HELD BY COUNCILS

The first thing to keep in mind is that Councils do not do direct assistance. The primary purpose of the Council is to support the work of the Conferences. On the Council annual report, there is no designation for direct assistance. So, typically, the funds raised by the Council are for something other than direct assistance. The primary concern for hoarding is the decision to bank funds rather than give assistance to those in need.

Not all Councils have Special Works that provide direct assistance. Usually when they do, they have designated fundraising to support those Special Works. If a Council receives donations intended for direct assistance and they have no Special Works, then they should be distributing those funds in one fashion or another to the Conferences; if they do not, then that is hoarding.

The next consideration before answering the question “What is Hoarding?” is to understand the different types of funds that Councils may hold.

1. General Donations: These funds are received from the Conferences, the public, other SVdP entities, general fundraising efforts of the Council, benefactors, general bequests, memorials, and organizations. There is no specific intent associated with these funds other than the assumption that the funds will be used for the purposes of the Society to support the work of the Conferences and better serve those in need. These funds are held in checking accounts, savings accounts, money market accounts, CDs, and other financial instruments that are essentially considered to be liquid (easily accessible). A few comments must be made related to the fundraising efforts by Councils. Special care must be given to the way fundraising appeals are made. Sometimes, a Council will create an appeal that looks to the donor as if the donation will be used for direct assistance to those in need when the actual intent of the Council was for the funds collected to be used for other purposes. If the implication from the appeal is different from the actual intent of the Council, then the appeal must be clarified.
These funds can be susceptible to hoarding.

2. Donor-designated Funds: These funds are received from a donor (individual or organization) that identifies a specific purpose for the use of those funds. For example, an individual gives a check to a Council and on the line preceded by the word “for” the donor has specified “utility payments.” Another example is a check from a donor that is accompanied by a note or letter that designates the donation for a particular purpose. If the Council accepts the check, it accepts the responsibility to track those funds and only use those funds for utility payments. The funds cannot be used for any other purpose. In this case, if the Council has a Special Work that provides utility payments for those in need, then the Council must use the funds in that Special Work. If it does not, the funds can also be distributed to the Conferences to help make utility payments. Another example would be a Council receiving a check from ABC Organization for $10,000 to be used for rental assistance. If the check is accepted, the Council must hold those funds in reserve and only use those funds for rental assistance. The Council would do so in a similar way to that described for utility payments. The Council can also distribute the funds to the Conferences and the Conferences have a legal obligation to ensure the funds are not used for any other purpose.
These funds must be used for the purpose given. When not used for the purpose intended, these funds may also be considered as hoarding.

3. Funds from Grants: These funds, for the most part, are similar to Donor-designated Funds. They are usually given for a specific purpose and that purpose must be honored.
These funds must be used for the purpose given and are not susceptible to hoarding.
However, sometimes, but rarely, grant funds are issued for general use by the Council. In this case the funds are treated the same as general donations.
These funds must be used for the purpose given. When not used for the purpose intended, these funds may also be considered as hoarding.

4. Capital Campaigns/Endowments/Disaster Relief: Capital campaigns are normally established to purchase land, buildings, special equipment, or fund special programs. Endowments may be established to provide special programs or services with ongoing income. Disaster relief funds are normally established to provide relief to people suffering from a recent disaster in the area. The key thing about these funds is that donors contribute to them for their specific purpose. These funds are collected for a specific purpose and can only be used for that purpose. These are treated the same as Donor-designated Funds.
These funds must be used for the purpose given. When not used for the purpose intended, these funds may also be considered as hoarding.

5. Interest Earned/Investment Income: If funds are placed in financial instruments that gain interest or in an investment account that generates income, there are two options available:
a. If the donor requires it, the interest earned/investment income on his/her donation must be used for the purpose of the fund for which it was originally designated.
b. Otherwise, if the allocation of interest creates an unnecessary burden there is no legal requirement for the interest earned/investment income to be restricted for any purpose and may be used as the Council determines. It may create an unnecessary burden to try to allocate the interest to specific funds.
All interest earned/investment income that is for general use is not susceptible to hoarding (see #1 – General Donations, under Council Considerations). All interest earned/investment income designated for direct assistance to those in need is susceptible to hoarding, if not used for the purpose intended.

6. Council-designated Funds: There are times when the Council takes a certain amount out of the general fund and sets it aside for a particular purpose. Those funds will remain in the designated area until the Council decides to use them for another purpose. These Council-designated funds may be changed from one purpose to another as often as the Council decides. An example of this is a Council budget, where funds are designated to be spent for a fundraising dinner. The budget designations may be realigned at any time by the Council.
These funds, having originated in the general fund, are not susceptible to hoarding.

7. Council Reserve Accounts: Councils sometimes have fixed expenses. For these, the Manual’s recommendation is to maintain a balance for the future of up to six months of expenses. Councils, like Conferences should not seek financial security by building up excessive balances for future needs. There may be needs for capital campaigns, endowments, and disaster relief, but those are addressed in number 4 above. So, unless a Council has some fixed expenses, there is no need for a reserve account. Surplus funds should be shared generously with needy Conferences or Special Works of other Councils. The “balance for the future” and/or the reserve account may be susceptible to hoarding.

8. Special Works Reserve Accounts: Stores and other Special Works that may be operated by a Council may legitimately have fixed expenses. The recommendation from the Manual is to maintain a balance for the future of up to six months of expenses. This balance for the future or reserve account should be maintained at such a reasonable and necessary level as the Council or the Board of Directors determines is needed to assure the financial stability of the Special Work. Surplus funds should be shared generously with more needy Conferences or Special Works of the Councils. There may be needs for capital campaigns and endowments but those are addressed in number 4 above. The “balance for the future” and/or the reserve account may be susceptible to hoarding.

So, it boils down to two types of funds that are held by the Council: those that are susceptible to hoarding and those that are not. Those funds that are designated for a particular purpose must be honored (by law) for that purpose. Our concern in this document is to define hoarding, so let us recap which funds are susceptible to hoarding:
1. All funds designated for direct assistance to those in need (normally in Special Works);
2. Grant funds designated for general use for direct assistance to those in need;
3. Council Funds designated for direct assistance to those in need.

B. REFLECTIONS ON HOARDING RELATED TO COUNCILS

Regardless of the source of its income, a Council needs to start by asking if and why it is amassing funds. The following are guidelines and principles that should govern the use and accumulation of funds by Councils:
• If the Council operates a Special Work, then it should consider having a reserve to operate that Special Work based on the expenses normally incurred over a period of time designated by the Council Board.
• If the Council has employees or fixed expenses such as rent and utilities, then it should consider having a reserve to cover the expenses normally incurred over a period of time designated by the Council Board.
• The Council should, as part of its annual budgeting process, set aside funds to share with those Conferences that have inadequate funds to meet the needs which they face to help people in need.

Hoarding occurs when a Council decides to keep funds in its financial instrument
instead of using the funds as they were originally defined
or to advance the purposes of the Society.

The fact is that once the Council in its Special Works decides that the request for direct assistance is legitimate and it has the resources to fulfill the request, then deciding to keep the money in the bank is the wrong decision.

There are Councils that do not have Special Works who use their funds to support the Conferences: training materials, running Ozanam Orientations or other workshops, holding days of recollection for spiritual growth, sending members to regional and national meetings, etc. This spending fulfills the purpose of the Council and is not susceptible to hoarding unless the Council simply sits on the money.

It is wrong for a Council to decide to NOT use funds for the purpose for which they were donated. There are certain circumstances that may occur that would prevent a Council from using funds accumulated for a specific purpose. An example of this is the case of a Council collecting funds for a particular disaster in its area. If, after a period of time, funds are no longer needed to address the effects of the disaster, but the Council still has funds on hand, there are three ways to resolve the unused designated funds:
1. The remaining funds may be returned to donors;
2. The donors may be contacted to redesignate the use of those funds; or
3. If it is not practical to contact donors, State laws vary and local legal counsel should be sought before taking action; but generally, UPMIFA (Uniform Prudent Management of Institutional Funds Act) requires the nonprofit to provide written notice to the Attorney General of the State and wait 60-90 days, and then only if the restriction is deemed:
a. Unlawful, impractical, impossible to achieve, wasteful,
b. The amount is less than the amount defined by the State,
c. The fund is more than 20 years old, and
d. The charity uses the fund in a way that is consistent with the charitable purpose of the donor restriction.
Other releases of restrictions will require a Court Petition.

C. STEPS TO BE TAKEN WHERE A COUNCIL HAS ACCUMULATED EXCESS FUNDS

Here are some examples of things Councils may do if they have accumulated excess funds:
• The council should set aside funds to share with those Conferences that have inadequate funds to meet the needs which they face to help people in need.
• A Council can reflect and discern on whether they ought to direct additional funding, towards achieving various goals set forth in “Standards of Excellence Questions for Diocesan Councils.”
• If a council has additional funds, then it should look for ways to help the Society and its members through the Disaster Services Corporation, international twinning, domestic twinning with Councils in need of financial help.
• Reviewing its programs and considering the need for starting new non-income producing Special Works such as through an evening or lunch meal program, a Coming Together to Getting Ahead program, or the like.

Appendix: Hoarding in SVdP Documents

In the Rule, Part I, Article 3.14:
Nevertheless, the Society uses money and property to help relieve the suffering of those in need. The Society’s funds must be handled with the utmost care, prudence, and generosity. Money must not be hoarded. Decisions regarding the use of money and property are to be made after reflection in the light of the Gospel and Vincentian principles. Accurate records must be kept of all money received or spent. The Society may not allot funds to other organisations, except occasionally for other branches of the Vincentian Family, save under exceptional circumstances.

In the Rule, Part III, Statute 24:
Councils and Conferences zealously manage and maintain the Society’s assets. The authority to manage the Society’s assets remains exclusively with Councils that may delegate this authority in accordance with the Rule of the Society and the Bylaws and Resolutions of the National Council.

Faithful to the spirit of non-accumulation of wealth, the next higher Council may determine annually the percentage of the funds of each Council or Conference within their area that may be made available to them. The next higher Council will work with the Council or Conference to determine an appropriate reserve for unanticipated events and direct the allocation of funds which exceed the anticipated demands, which may not be hoarded as a capital sum, to the service of the poor in their own area or abroad in the poorest areas of the world.

In Manual, under Council funds:
Sources of Council funds may include contributions from Conferences, donations, bequests, Special Works, and grants. Like Conferences, Councils act as custodians of funds given to the Society, understanding that they belong, ultimately, to the poor. While some Councils prefer not to accumulate funds, others make a point of setting something aside for exigencies. Operating an active Council with a reasonable bank balance is good business practice, not hoarding. A bank balance equal to the operational cost of the Council for six months may be reasonable. A balance of less than three months’ operational cost may be unhealthy. Councils with inadequate balances should review the budget for ways to increase their income or reduce their expenditures. Councils with overly large balances should find ways to expend their excess funds on behalf of the poor, such as subsidizing active Conferences in poorer areas or planning needed Special Works.

In Manual, under Funds of the Conference:
It is wrong for a Conference to seek financial security by building up a large balance for the needs of the future. Conference balances generally should not exceed what they expect to spend during an average quarter. Surplus funds should be shared generously with more needy Conferences or the Special Works of the District Council.

In Bylaws, Document 1 for Conferences Without a Board of Directors, Article 16:
Conferences and Councils zealously manage and maintain the Society’s assets. The authority to manage the Society’s assets remains exclusively with Councils that may delegate this authority in accordance with the Rule of the Society. Faithful to the spirit of non-accumulation of wealth the Upper Councils may determine annually the percentage of the funds of each Conference within their area that may be made available to them. The Upper Councils will work with the Conference to determine an appropriate reserve for unanticipated events and direct the allocation of funds which exceed the anticipated demands, which may not be hoarded as a capital sum, to the service of the poor in their own area or abroad in the poorest areas of the world.

In the Conference Audit Manual, under Bank Account:
Every Conference is required to maintain its bank account(s) separate from the parish and separate from the personal accounts of any of the members. There shall be no co-mingled funds. The funds of the Conference must be in standalone accounts not tied to the parish or any of the members. The only exception to this is when a Conference has an approved reserve account. To avoid any perception of hoarding, the reserve accounts should be approved by the next upper Council. The funds in the reserve may be combined into a shared investment account as long as the Conference has sole access to its funds.

In Resolution 114:
Be it resolved that legal issues which involve one Council, or one Conference have the potential for affecting the whole Society and therefore if not addressed will lead to the suspension and removal from the Society of the offending Vincentian, Conference or Council if not corrected in a timely fashion. Such legal issues include but are not limited to the following:
– Violation of any state statute, local ordinance, or federal law or any regulations adopted by any state, local government, or federal agency which violation relates to the operation of not-for-profit organizations.
– Failing to conduct an annual audit.
– Failing to file a Federal Form 990 or any required state form.
– Adopting Bylaws that have not been updated to comply with federal requirements
– Giving funds to non-Vincentian organizations or for non-Vincentian activity.
– Failing to submit required annual reports
– Failing to allow women or minorities as Conference members
– Maintaining large balances that do not constitute a legitimate reserve for future operations, and which constitute hoarding.
– Failing to enact Bylaws that are in compliance with those approved by the National Council.
– Failing to make home or similar visits in pairs – i.e., allowing only one Vincentian to make such visits.
– Having officers who are not active members of the Society.
– Limiting assistance to certain groups to the exclusion of others.
– Acting in an autonomous manner and as though not answerable to the Society.
– Changing Bylaws to permit activity contrary to the Rule of the Society.
– Removing members without complying with the Rule of the Society.
– Violating confidentiality of those being served.
– The failure of National Council Members to attend National meetings.
– Raising funds across Council boundaries without permission and without adequate disclosure to the public.
– Any other issues having legal implications.

The original Bylaws presentation was developed and presented by John Berry.

This article was written by Mike Syslo, Past Chair – National Governance Committee.

Society of St. Vincent de Paul BYLAWS:  What They Are and Why They Matter

 The Boring Stuff

 Bylaws are a nonprofit’s operating manual. Bylaws (or Bylaws and Articles of Organization) are the main governing document for a nonprofit organization. They are the main official documents of an organization, nonprofit or for-profit. One of the important things to remember about Bylaws is that the operations of your organization must be in line with what you say they are in the Bylaws and Articles.

The purpose of the Bylaws is to guide the nonprofit Board’s actions and decisions. They are helpful in preventing or resolving conflicts and disagreements. They can protect the organization from potential problems by clearly outlining rules on authority levels, rights and expectations.

If the Board of Directors fails to follow the Bylaws, it can be held liable for breaching its duty to the organization.  Breach of duty can cause a significant liability for the Board of Directors.  Breach of duty can also result in the organization losing its nonprofit, tax-exempt status. The loss of nonprofit status would mean a loss of tax deductibility for donors and the need for the organization to pay taxes on their income.

“Bylaws determine how an organization is structured.  For example, most Bylaws specify whether an organization has members, define the duties of officers and Board members, and identify standing Board committees. An important function of Bylaws (if this matter is not covered in the Articles) is to specify how Board members are selected.” (BoardSource)

 What About the Rule?

 All groups require rules for effective operation. Our Rule is drawn from the lives and experience of all Vincentians throughout the world. It describes the elements that are needed to maintain the unity of the Society.  There is no group or organization that exists without some set of rules.

In 1835, two years after its founding, the Society formulated its Rule, a series of Articles based upon the practical experiences of the first Vincentians. The Rule of the Society has continued as the guide and blueprint for the Society for the past 191 years. This, alone, is a tribute to its efficacy and to the Holy Spirit who inspired it.  The Rule has gone through a few modifications over those many years, but the essential spirit of the Society that is reflected in the Articles and Statutes is the same as in the first Rule.

 Bylaws and the Rule: The Relationship

 Bylaws are significant written rules by which an organization is governed. They determine how the Society of St. Vincent de Paul is structured and, along with state law, determine the rights of participants in the structure.

Membership in the National Council of the United States, Society of St. Vincent de Paul, Inc. requires that every organizational unit (Conference and Council) have Bylaws.  Prior to 2003, the Rule included both the philosophy of the Society and its structure and responsibilities.  Since 2003, philosophy has been in the Rule and the structure and responsibilities have been in the Bylaws.  Having the original format of the Rule split into two separate documents has caused the need for all Conferences and Councils to adopt a set of Bylaws and operate in accord with both Rule and Bylaws.

Conferences and Councils must maintain their Bylaws (including any and all amended Articles) in updated and amended form. The Conference or Council must keep a copy of their Bylaws together with the Rule document (The Manual 1.3).  In addition, the next higher Council should have a copy of the Bylaws.  For example, a District Council should have a copy of the Bylaws of each of its Conferences.  The Diocesan Council should have a copy of the Bylaws of each of its District Councils.

The Rule is the paramount authority of the Society of St. Vincent de Paul. Should any bylaw, rule or regulation adopted by a Conference or Council conflict with the Rule and statutes of the Society of St. Vincent de Paul as now promulgated or hereafter adopted by the Council General International or the National Council of the United States, such bylaw, rule or regulation shall be void and of no effect (The Manual 1.3).  This needs to be very clear in everybody’s mind.  You cannot put anything into the Bylaws that in any way conflicts with the Rule or Nationally Approved Bylaws.  If a conflict exists, the Bylaws will be rejected by the next higher Council and you may not proceed with them.

BUT – Bylaws have been created to be used by SVdP entities across the country and as such do not include language that may be required by your state and local law (see listing of multiple versions of Bylaws on page three).  It is strongly advised that legal advice be sought from a local attorney concerning matters such as the following:  non-discrimination policy language, tax-exemption requirements, and any other areas of the Bylaws in which modification of the language is necessary in order to be in alignment with applicable state and local law.  As of this date, we have not found anything of substance in the Nationally Approved Bylaws that conflict with state and local law.

Since the Bylaws have been developed to be in conformity with the Rule of the Society, Bylaws should be modified only to address alignment to state and local law (Bylaws Introduction, SVdP USA).

 Where Did Our Bylaws Come From?

 In 2003, the Council General International approved an updated version of the Rule of the Society.  Each separate Superior/National Council was invited to draft their own Part III of the Rule to define the items of the Rule that are unique to each country.  This new version of Part III of the Rule for the United States was different from the former Rule in that details of structure and governance were removed.  Those details were then placed in Bylaws which varied with each type of SVdP structure within the United States.  Placing the structure and governance concerns of the Society into a separate document has forced Conferences and Councils to adopt an appropriate set of Bylaws for their use.

The Bylaws documents were approved by the National Council Members at the Society of St. Vincent de Paul’s 2005 Annual Meeting and have been revised as needed (last in 2021) so that good governance policies are in place and are in compliance with:

• The Rule of the Society,
• The Charter of the Society (a.k.a. Articles of Incorporation),
• Bylaws of the National Council while leaving flexibility for compliance with national and state laws that govern charities.

 How Many Kinds of Bylaws Are There for Councils and Conferences?

 Because of the possible structures that exist for unincorporated and incorporated Conferences and Councils, multiple versions had to be created.  There is one set of Bylaws for the National Council and three sets of Bylaws to choose from for each Conference, District Council and Diocesan Council.

• BYLAWS for Conferences without a Board of Directors
• BYLAWS for Conferences with a Separate Board of Directors
• BYLAWS for District Councils with a Separate Board of Directors
• BYLAWS for Archdiocesan/Diocesan Councils with a Separate Board of Directors
• BYLAWS for the National Council
• BYLAWS for District Councils with an Integrated Board of Directors
• BYLAWS for Archdiocesan/Diocesan Councils with an Integrated Board of Directors
• BYLAWS for District Councils without a Board of Directors
• BYLAWS for Archdiocesan/Diocesan Councils without a Board of Directors
• BYLAWS for Conferences with an Integrated Board of Directors

 Why Do We Need These?  Let’s Just Follow the Rule.

 Because Bylaws may be cumbersome, they are frequently neglected or even disregarded as a tool for governance.  They are, however, essential to maintaining order and propriety within the organization.

SVdP governing entities must pay careful attention to Bylaws. They can take on added importance during governance disputes centering on the way an organization is carrying out its mission.  These disputes can take many forms:

• A non-conforming entity needs dissolution.
• A Board member who is voted out of office seeks reinstatement.
• A dissident group within the organization attempts to gain control or a faction mounts a legal challenge to a Board decision.

In these difficult situations, carefully-crafted Bylaws, and adherence to them, can help ensure the fairness of governance decisions and provide protection against legal challenges.

Bylaws determine how SVdP is structured. Bylaws specify whether an organization has members, define the duties of officers and Board members, and identify standing Board committees.

An important function of Bylaws (if this matter is not covered in the Articles of Incorporation) is to specify how Board members are selected.  This, along with the specification of the maximum number of Board members, determines how workable as a team the governing body is.

Bylaws, along with state law, determine the rights of participants in the structure, such as the rights of members to be notified of meetings, the rights of Board members or officers whom others may want to remove from office and the rights of Board members to indemnification.

Bylaws determine many procedures by which rights can be exercised.   For example, Bylaws may require a certain form of notice for meetings, or they may specify whether Board meetings can be held by telephone or whether elections can be conducted by mail.  Other procedures defined in Bylaws pertain to the election/selection of officers.

 The Fun Stuff – Some Real Situations

1. The Board of the Diocesan Council, in putting together its slate of officers for the next year has asked Christi to serve as Vice President. Christi has been on the Board for the last three years and they all think she’d be a good fit for the VP job. Christi started volunteering with SVdP when her Church, United Methodist, partnered with the Council on their Food Pantry.

• Bylaws issue or Rule issue?

This is both a Bylaws issue and a Rule issue.  Christi is non-Catholic and cannot serve as an officer.  The President of the Diocesan Council appoints the officers after consultation with the District Presidents – not the Board.

2. Christopher was just elected as President of the Council. He has never gotten along with Gracie, the ED; so right after he is installed as President, he fires her and puts Jake in the job.

• Bylaws issue or Rule issue?

This is a Bylaws issue.  It is the responsibility of the Board of Directors (not the President) to hire and fire the ED/CEO.

3. The new President of the St. Frederic Ozanam Conference presents his new officers to the Conference at his first meeting. Tom raises an objection to the new Treasurer and Secretary and says he will not support them. Others in the room agree.

• Bylaws issue or Rule issue?
• Bonus issue!

This is a Bylaws issue, a Rule issue and an Aggregation issue.  The President appoints the officers after consultation with the Conference.  “Consultation with” does not mean “approval by.”  The President may decide that the objections are not sufficient for a change in choice.  The Conference must work as a team and refusing to support the officers is not an option.    Also, it may have been overlooked, but Frederic Ozanam has not yet been canonized – he is Blessed Frederic.  In addition, unless the parish in which the Conference resides is named for Frederic Ozanam, Conferences are prohibited from having his name.  The same holds true for “St. Vincent de Paul.”

4. At the regular second meeting of the month, Katie, a member of the St. Mary’s Conference and a member of the parish staff, tells the Conference members that the Church’s A/C system has broken and it’s going to cost the parish $60,000 for a replacement system. The Conference President suggests that the Conference use $10,000 from its bank account to “help the parish defray the cost.”

• Bylaws issue or Rule issue?

 This is a Rule issue.  Conferences and Councils are prohibited from giving donations to (and this includes raising funds for) outside organizations no matter how worthy the cause may be.  The parish is an outside organization.  The funds of the Society must be used for the purposes of the Society.

 In Summary

 Because your Conference or Council uses the National Council’s trademarked name “Society of St. Vincent de Paul” with the express permission of and a limited license issued by the National Council, the Bylaws adopted by your Conference or Council must be formally approved.

Conferences must have their Bylaws approved by their District Council.  The District Council Bylaws must be approved by the Archdiocesan/Diocesan Council.  Archdiocesan/Diocesan Council Bylaws must be approved by the National Vice President for the Region.

From Mike Syslo, Past Chair – National Governance Committee

Am I A Vincentian?

 In June 2008, I attended the Western Region Meeting in Boise, Idaho.  I was not alone.  There were 225 other Vincentians along with me.  During the time I spent there, I met with many Vincentians and discussed a wide variety of topics.  I also put on a workshop and facilitated two open forums where anything and everything could be discussed.  One theme came up over and over again in those discussions.  This is also a theme which is continually asked today as well.  How do you get the Conferences and the members to adhere to or comply with the Rule?

This is a tough question.  And it requires a tough answer.  People, in general, have mixed feelings when it comes to rules and regulations.  They usually will admit to the value of them.  They usually will admit to the need for them.  And they normally agree that compliance is necessary; that is, until they want to do something that does not really correspond to the rules.  Then it becomes harsh and too restrictive.  They did not join the Society to follow the rules.  They joined the Society to do some good and do not want to be bogged down with meaningless dos and don’ts.  We hear this stuff all the time!  I can go into a long, drawn-out dissertation on why rules and regulations are important, but that will get us nowhere.  I can take a military point of view and say that if one soldier steps out of line the war will be lost.  Nobody is going to buy that.  I can talk about unity of thought and action, but that cup only holds a limited amount of water.

It truly boils down to one thing.  Ask yourself one question:  Am I a Vincentian?  To be a Vincentian you have to make a commitment.  Here is where the rub comes in.  Commitment!  Being a Vincentian calls for a number of things to be accepted and come into play.  Being a Vincentian means accepting who we are, what we are about, what we do, and how we do it.  Being a Vincentian means more than helping people in need.  It means growing in holiness, striving to grow closer to God.  It means growing closer to our fellow Vincentians.  It means serving God through serving those in need.  It means a blend of all of the above.

A number of years ago, when searching for the answer to a question, I was referred to John Simmons, former National President of the Society, the guru.  If you wanted to know anything about the Society, he was the man to go to.  John said that if you call yourself a Vincentian, you want to meet as often as possible with your fellow Vincentians, you want to learn about the Society, you want to understand what this is all about, and you want to help it grow.  It is that simple.

If I want to do my own thing, follow my own rules or no rules at all, I can start my own special work or organization.  Then all I have to do is get other people who want to join me to follow my rules.  I am a Vincentian.  I am committed to who we are, what we do and the way we do it.  Complying with the Rule not only makes sense, but it is also something I want to do.

From Joe Riley, Phoenix Council Board Member – (Excerpted from Vincentian Life: Conference)

Servant Leadership

Within the Rule of the Society, Servant Leadership is identified as a scripture-based method of leadership which all Vincentians aspire to practice.  The following quotes are from the Rule.

Rule: Part 1, 3.11:  Following Christ’s example, the Presidents at all levels of the Society endeavor to be servant leaders.  They provide an encouraging atmosphere in which the talents, capacities and spiritual charism of the members are identified, developed and put to the service of the poor and the Society of St. Vincent de Paul.  The President of the Conference or Council will have special responsibility for promoting Vincentian spirituality.

Rule: Part 3, Statute 11:  Leadership positions in the Society, at any level, are always to be accepted as service to Christ, the members and the poor.  Servant leadership is done in imitation of Jesus who said: “For the Son of Man came not to be served but to serve, and give his life as a ransom for many.”

The passage below is an excerpt from the Newsletter of the Australian National Council by Livia Carusi and Jenny Papps.  The article is entitled “Vincentian Leadership – Is There Such a Thing?”

“You say you experience great difficulty in the mission.  Alas! Monsieur, there is no lot in life where there is nothing to be endured.” (St. Vincent de Paul)

 It is believed that Vincent de Paul wrote over 30,000 letters during his life.  For Vincentians, his letters provide a small window into his character, his courage, his struggles and achievements over a lifetime of service and leadership which was marked with great personal transformation as well as a steadfast vision for mission, charity, justice, spirituality and servant leadership.

 Fast forward a couple of hundred years, and a young Frenchman, Blessed Frederic Ozanam, and his companions, with the guidance of a Daughter of Charity, Blessed Rosalie Rendu, made a conscious and heartfelt decision to name our organization in honor of Vincent de Paul.  This decision, we suspect, would not have been taken lightly, and in choosing the name “Society of St. Vincent de Paul,” they too would have understood the very essence of the man, his vision for the world and also the magnitude of his legacy. 

 Like other community organizations doing “good works,” the St. Vincent de Paul Society has its own unique DNA, of which our leadership model is a large part.

 So, what makes our DNA unique?

 Briefly, it is our founding story, which no other organization can claim.

 It is our place within the broader Vincentian family; our model of assisting people; home visitation (which remains authentic to our founder’s vision of assisting people in need and in pairs), and also being part of an international organization; the opportunities that we afford to members, volunteers and staff to connect and engage in our mission, our governance model of subsidiarity as well as our model of leadership.

 The Vincentian model of leadership is quite simple – servant leadership.

 Servant leadership is not connected to a person’s title, as it is quite different to the function of management.  The cornerstone of this model is the belief that all people have within them leadership qualities and that an office, Conference or Special Work should facilitate opportunities for individual and collective leadership qualities to come to the fore.

 Servant leadership echoes the message of Christ, Vincent de Paul, Frederic Ozanam and the countless number of Vincentian men and women around the world whose primary mission is to serve another first – so yes, there is such a thing as Vincentian leadership that is very much part of our DNA.

 One of the topics that comes up very often related to Conferences (as well as Councils) and the role of the President is focused around a statement that has been made for years in our writings as well as our training sessions. That statement is: the Conference as a whole makes all of the decisions. Some people have a tough time grasping what that means, and that is very understandable since it is not a simple and straightforward statement. There are a few embedded qualifications.

Those two quotes from the Rule (shown earlier) make it very clear as to how the Conference should be run. There is no place in the Society for a Conference dominated by one or two individuals. The Society does not support a small group of people making the decisions for the whole. Conference members should be made aware of all aspects of the item to be decided. And, for all practical matters, the decision should be made by the Conference simply through consensus. That means the members are in agreement with what should or should not be done. Formal voting on any topic should occur only when there is reason to believe there is a significant difference of opinion.

The President, as well as all members, needs to be an excellent listener and a good facilitator. This most likely means that some of us have to fine-tune our listening skills. The President must listen to what the Conference wishes to do (not tell them what he/she wishes to be done). Then the President must help (through guidance and facilitated dialogue) the Conference to make it happen. The President must serve the Conference – not the other way around.

There are times, however, that the democratic process is inappropriate. This is because the Conference is not totally autonomous. All members of the Society must be faithful to the Rule and spirit of the Society. No decision can be made at any level of the Society that contradicts the Rule. This holds true also for bylaws, standards of affiliation, or any other standards set by the general membership or by Councils.

The spirit of the Society is determined by the traditions of the Society on a global scale. As it is, the current Rule is very explicit about most things. Our focus in our decision-making should be on ways to enhance the spiritual growth of our fellow Vincentians as well as improve our service to those in need. There are many official writings of the Society, both current and historical, which can help define what is proper for Vincentians if it is not explicitly defined in the Rule.

So, in summary, the statement “the Conference as a whole makes all of the decisions” is very true within the constraints described above. Our servant leaders must be geared up to serve the members rather than dictate to them. It’s all part of being Vincentian.

From Joe Riley, Phoenix Council Board Member – (Excerpted from Vincentian Life: Conference)

Recruiting New Members

In the previous chapter, we focused on how to retain the members you have and how to help them to grow.  Keep in mind that in order for the Conference to grow we need to be able to attract new members.  New members have the ability to renew a Conference with fresh new ideas and experiences. History has shown that Conferences which do not engage or welcome new members become stagnant and often close down.

Imagine the benefits of gaining a new member is like finding a diamond in the slag at the Kimberly mines.  You have no idea of its real value until you chip away the exterior to reveal its inner composition (get to know her/him), and spend time polishing its surface (provide training, motivation and direction).

In this chapter, we will focus on the techniques to use to bring new members into the Conference so that you can discover those hidden diamonds.

PERSONAL INVITATION

It has been proven that the best way to recruit new people for your organization is the personal invitation.  Challenge every member of your Conference to invite one friend or family member to join the Conference.  Your Conference would easily double in size. This is because people have a tendency to trust the recommendations of people close to them, people whose opinion they value.

If you have enjoyed being a Vincentian, then you probably have talked about it to family members and friends.  Spreading the word about something good can prove to be contagious.  If being a member of the Society has truly had a positive impact on your life, then you likely want to share that with others.

Start by encouraging them to attend a meeting.  Invite them to participate in some activity of the Society.  Invite them to accompany you on a home visit to observe how we serve those needing help.  Exposure to who we are and what we do is one sure way to make someone want to know more.  Of course, keep in mind that all you can do is invite them.  It is the Holy Spirit that will move them to sign on the dotted line.

INVITATION TO SERVE

 After the personal invitation, the next best recruitment method available is the Invitation to Serve.  The Invitation to Serve is a proven recruitment method that is used for starting new Conferences and recruiting new members for existing Conferences.  This is touched on in the chapter titled “Getting Started.”  This method provides an organized approach for recruitment and has a proven track record throughout the United States and has been used for more than 30 years.

There is no need to go into detail about this recruitment program here.  All of the details are described in the program documentation which is available on the National Council website (https://members.ssvpusa.org/growth-revitalization/planning/) under Growing New Conferences/ Councils.  Suffice it to say that everything you need for a successful recruitment is spelled out in the program description.  All you have to do is follow the step-by-step plan.

MINISTRY FAIRS

Another recruitment method that has been in use is the parish ministry fair.  Essentially, the parish picks out a particular weekend on which they invite all of the parish ministries to have a display table with information about their particular ministry and invite parishioners to join.  Members of each ministry provide brochures and other information and answer questions the people have about their ministry.

This can be an effective way to get people to join many ministries.  It can also be overwhelming to people who are given too much to choose from.  For an individual ministry, you are faced with people being offered too many choices, a lot of competition, and the possibility that you will be overlooked depending on your location. Realistically, more time is required and much smaller numbers result from this type of recruitment.  However, it does give your organization visibility and an opportunity to talk about the good works of the Society.

DIVERSITY

In any recruitment effort, we must keep in mind the ethnic and cultural differences of the community in which we live.  The membership in a Conference ideally should reflect ethnic and cultural diversity.  An example would be if a community has a large populace of Hispanic/Latino people, that membership should be reflected within the Conference.  The same holds true with Black Americans, Native Americans, and other ethnic or racial groups.  Conferences should be aware of and exposed to the cultural competencies needed to service those in need regardless of ethnic, racial or cultural background.

Did you know the Society was founded by a group of college students?  Young adults were at the very center of our existence and growth as an organization.  Youth and young adults represent the future of the Society.  It is imperative that we make every effort to attract and welcome young people into our Conference.  This very important topic is discussed in more detail in another chapter on Youth and Young Adult Involvement.

BE WELCOMING

The biggest failure that occurs in any recruitment effort is when existing members do not welcome the new recruits.  In this case, we are not referring to saying “hello” and shaking their hands.  “Welcoming” means to allow them to participate in the life of the Conference.

“Welcoming” includes the following:

1. Allowing new members an opportunity to attend meetings on a regular basis. Sometimes our existing members are unwilling to accommodate changes to attract new members.  For example, often times Conferences will hold their meetings during the day because the majority of the existing members are retired, and daytime meetings are attractive and convenient.  However, this does not allow people who work during the daytime hours the flexibility to attend the meetings.  The existing members could adjust their meeting schedule to accommodate the new recruits as a sign of acceptance.

2. The same holds true with doing home visits. Sometimes our members again set all home visit schedules for daytime hours with no regard for its new member’s availability.

3. Our existing members need to partner with the new recruits to make them feel welcome in addition to training them. Sometimes our members are so accustomed to a familiar partner they sidestep the opportunity to partner with new members.

4. This is also true with activities other than home visits. For example, certain members are used to doing a particular job, such as organizing and maintaining the food pantry.  They feel ownership of that work and will not allow anyone else to help.

As mentioned in the previous chapter, one of the fastest ways to lose members is to not make them feel welcome.

SUMMARY

There are proven ways to bring new people into the Conference: personal invitation, Invitation to Serve, and ministry fairs.  However, no effort will prove successful if you do not welcome the new recruits and get them active.