governance updates

Jill Pioter
April 13, 2022

The Need for Risk Management – Part Two

The Need for Risk Management – Part Two https://members.ssvpusa.org/wp-content/uploads/2021/10/Council-Responsibilities-blog-graphic-Copy-1.jpg 1200 628 Jill Pioter Jill Pioter https://secure.gravatar.com/avatar/502dd18cd132413ad74f959d1d72f858?s=96&d=mm&r=g April 13, 2022 April 13, 2022

We continue with the excerpts from the Smart Risk Management Manager’s Training Workbook dealing with the five core principles of Risk Management. The second and third of those principles – Observation and Communication – are covered this week.

Core Principle #2 – Observation

Smart Risk Managers are always on the lookout for risk and wrongdoing. Managers recognize that even the smallest hint of risk or wrongdoing can place everyone in danger. As a Smart Risk Manager, you should:

Constantly look for signs of risk or wrongdoing.
Understand the importance of careful observation in hiring.
Regularly inquire about your employees’ well-being and job satisfaction.
Recognize that even the smallest hint of risk or wrongdoing deserves immediate attention.
Be aware of the risk of workplace wrongdoing, without being intimidated.
Understand that wrongdoing can occur at any time, even in the best work environments.

Core Principle #3 – Communication

“Silence is golden,” but not in the workplace. Quick and decisive communication can prevent risk and wrongdoing from spreading throughout your work environment. To set a standard of effective communication in your workplace you should:

Send a message of “no tolerance” concerning risk and wrongdoing. Let your employees know that you do not tolerate wrongdoing. Although actions do speak louder than words, a positive message of “no tolerance” can be an effective and quick means of prevention.
Make sure your employees feel comfortable coming to you with their concerns, including concerns about wrongdoing and other related risks. Let your employees know – through actions and words – that your door is always open.
Provide constant, honest feedback to employees about their job performance, regardless of whether it meets your expectations. Expressing your expectations to your employees in the beginning, and reinforcing those expectations as your employees progress, allows you to promote a more productive and risk-free work environment.
Communicate by training your employees on techniques to avoid workplace risk and wrongdoing.
Tell only those who have a “need to know” when you are aware of or suspect workplace risk or wrongdoing. Your employer has designated specific individuals within your organization who are trained to manage risk and wrongdoing. Managers who withhold information or try to manage the wrongdoing themselves – without the proper training or organizational support – may create unnecessary exposure for themselves and their organization.

Next week we will address Core Principles #4 and #5 – Empathy and Fairness.

Jill Pioter
April 7, 2022

The Need for Risk Management

The Need for Risk Management https://members.ssvpusa.org/wp-content/uploads/2021/10/Council-Responsibilities-blog-graphic-Copy-1.jpg 1200 628 Jill Pioter Jill Pioter https://secure.gravatar.com/avatar/502dd18cd132413ad74f959d1d72f858?s=96&d=mm&r=g April 7, 2022 April 7, 2022

Consider this: Whether you run a Conference that focuses on visiting and helping the poor or a Council with special works such as stores, meal sites, housing units, or free pharmacies, you should be aware of the need for Risk Management. Obviously, the scope of your activity might dictate how you go about this but the principles are the same. For that reason we bring you an excerpt from an article in the Smart Risk Management Manager’s Training Workbook published by The Argos Group LLC. The article keys on five core principles: (1) No Tolerance, (2) Observation, (3) Communication, (4) Empathy, and (5) Fairness.

The material we cite specifically refers to “managers” and “employees;” however, the principles stated relate to all leadership roles and all staff whether paid or volunteer. Leaders at all levels in our Society can benefit from these principles.

Core Principle #1 – No Tolerance

Smart Risk Management always begins with “no tolerance” for workplace wrongdoing. The following are important steps to create a “no tolerance” environment:

Never commit a wrongdoing. Smart Risk Managers are role models for other employees within their organization. Employees look to managers for guidance and support. A manager who creates risk or commits workplace wrongdoing sends a negative message to all employees – that risk and wrongdoing are permitted and tolerated.
Never allow Smart Risk Managers not only set a positive example of “no tolerance,” but also act as an obstacle to others who may want to commit wrongdoing under their watch.
Never condone Smart Risk Managers discourage wrongdoing by counseling, reprimanding or terminating employees who create risk or commit wrongdoing. If others place you or your co-workers at risk, they should understand that their actions could cost them their jobs.
Never rush to judgment. When someone is accused of wrongdoing, he or she is innocent until proven otherwise.

Next week we will address core principles #2 and #3 – Observation and Communication.

Jill Pioter
March 31, 2022

A Message From Bishop John Quinn

A Message From Bishop John Quinn https://members.ssvpusa.org/wp-content/uploads/2021/10/Council-Responsibilities-blog-graphic-Copy-1.jpg 1200 628 Jill Pioter Jill Pioter https://secure.gravatar.com/avatar/502dd18cd132413ad74f959d1d72f858?s=96&d=mm&r=g March 31, 2022 February 16, 2023

I believe God has a special place in His heart and in His kingdom for those Vincentians who heed His call to servant leadership in our Society. Such service is a consummate example of following in the footsteps of St. Vincent, Blessed Frederic and Jesus Christ Himself. The spiritual rewards of doing so are many and meaningful.

Our mission says we lead men and women to join together to grow spiritually. Serving in a leadership role is a wonderful way to become closer to Jesus, the ultimate servant leader. And we can be sure He will bless our efforts.

God wants us to utilize the unique talents He has given us to assist those in need. If we have been gifted with the ability to lead as well, He expects that we will do so as part of our commitment to our Vincentian vocation.

Serving as the president of a Council or Conference provides an ideal platform from which to enhance one’s own spiritual life. And a great privilege of leadership is the priceless opportunity to nurture the spirituality of fellow Vincentians while inspiring them to be ambassadors of the mission of St. Vincent de Paul in our communities…to bring the love and mercy of Christ to His suffering children.

Council and Conference presidents have told me that their years as a servant leader have been the richest part of their lives in terms of personal spirituality and appreciation of the eternally valuable gifts God had bestowed on them. Their uplifting experiences changed them in many ways that strengthened their relationship to God and acquainted them intimately with the innate goodness and generosity of the human spirit.

Each of us has been chosen for a purpose. That is evident in the day-to-day reality of our beautiful vocation. Our Lord will happily help us discern that purpose…the special way He wants us to support the magnificent mission of St. Vincent de Paul.

Since our founding, Vincentians have been bolstered by an unwavering trust in the providence of God who has demonstrated during the past 189 years that He attaches a high priority to the success of our Society. As we continue our grace-filled journeys to our heavenly homecoming, I am sure He is smiling down on us, cheering us on and clearing our path. We have, after all, said “yes” to His call – and He wants us to succeed, whatever role we play in His plan for our personal ministry of love and compassion.

May God continue to bless you abundantly in your exceptional service to His beloved poor.

Jill Pioter
March 24, 2022

Looking For A New Conference Or Council President? Make It Easy For Them To Become One

Looking For A New Conference Or Council President? Make It Easy For Them To Become One https://members.ssvpusa.org/wp-content/uploads/2021/10/Council-Responsibilities-blog-graphic-Copy-1.jpg 1200 628 Jill Pioter Jill Pioter https://secure.gravatar.com/avatar/502dd18cd132413ad74f959d1d72f858?s=96&d=mm&r=g March 24, 2022 February 9, 2023

Many people hesitate to pursue leadership positions in a Conference or Council because they feel there is too much they don’t know or understand. Shatter the notion that being a Conference/Council president is overwhelming by consolidating pertinent materials into a well-organized packet or binder. We suggest you include the following:

Records

A current roster of members
Minutes from previous meetings
Financial records, along with a current balance sheet and a list of anticipated expenses
A brief history of your Conference
Information on the founders and patrons of the Society of St. Vincent de Paul

Timing

An annual calendar of your Conference’s typical activities (include contact information for key people for each event)
A schedule of tasks you usually do each month to support the Conference

Contact Information

Members
Other Conference/Council presidents in your area
Diocesan Council president, regional vice president and National Office (perhaps include examples of situations when you might expect to contact or hear from these contacts)
A list of partners you work with in your area/city with their contact information
If relevant, local Council and staff contacts

Notes

How your Conference/Council operates within your parish/diocese (e.g., how often you meet with the pastor, what kinds of communications are preferred, which parish staff members interact with your Conference)
How your Conference functions (regarding home visits, food drives, etc.)
A list of roles in your Conference and their responsibilities (officers, home visit coordinator, committee chairs, etc.)
Your own personal notes and suggestions about where your Conference/Council is poised to head next
Instruction sheet for how to use the National Database (Members Portal)
Instruction sheet for how to fill out the Annual Report
Information about the next regional and national meetings

Resource List

The Rule, Manual, copy of Conference/Council bylaws, information on Ozanam Orientation, Serving in Hope, Servant Leadership and Vincentian Spirituality (including spiritual reflections and prayer cards), material you have on how to run an effective meeting and any other reference resources that would be helpful

Take the fear of the unknown out of the equation for a potential leader. Make sure your Conference knows about this Conference President binder. Sit down with potential successors and talk through it with them. Then watch to see how many more people might be able to envision themselves doing what you never thought you could do either.

Jill Pioter
March 9, 2022

Succession Planning Requires Preparation And Training

Succession Planning Requires Preparation And Training https://members.ssvpusa.org/wp-content/uploads/2021/10/Council-Responsibilities-blog-graphic-Copy-1.jpg 1200 628 Jill Pioter Jill Pioter https://secure.gravatar.com/avatar/502dd18cd132413ad74f959d1d72f858?s=96&d=mm&r=g March 9, 2022 February 2, 2023

What does succession planning really mean within the Society of St. Vincent de Paul? Essentially it refers to Conferences and Councils being prepared when a president’s term of office nears its end to present to membership Vincentians who are qualified and willing to take on the role of Conference or Council president. Realistically, succession planning relates to all officer positions, as well as committee chairs, etc. Achieving this goal requires preparation and training. To be more specific, it requires three parts preparation and three parts training.

Preparation Part 1: Conference members should be exposed to regular reinforcement of the idea of growing into some role in Conference and/or Council leadership. This is something each member should be encouraged to consider from the day he/she joins the Society.
Training Part 1: The Ozanam Orientation is the basic formation/training that all Vincentians need to experience. The National Council recommends that all members attend an Ozanam Orientation at least once and suggests attending again every few years as a refresher. It is also recommended that all members read the document “Who Me? Why in the World Should I Become a Vincentian Leader?” (Click here)
Preparation Part 2: This should begin when the newly elected president takes office. He/she should identify a few members of the Conference or Council with leadership potential and begin encouraging/coaching them so they will be ready and willing to serve when the time comes. One year before the next election the need for a new president and officers, as well as the election process, should be promoted.
Training Part 2: Throughout the term of the president, he/she should be coaching those selected for leadership roles. The greatest encouragement (or discouragement) comes from the personal example shown by the current president and officers. How they view and perform their roles will help determine what others will think about serving in those positions.
Preparation Part 3: The election of a president should be held at least six months before his/her term begins. This gives time for the newly elected president and appointed officers to shadow the current officers and be prepared to take on their new roles on October 1.
Training Part 3: Before the new president and officers take office and soon afterwards, they should take advantage of the training programs and resources available to help them understand their roles. There are many resources in this area that can be found on the National Council website such as Conference President Training, Servant Leadership Workshop and others.

Succession planning is not difficult but it does require effort. Putting it off is easy but not wise. You do not want to come to election time and only have one candidate – the one who steps in because no one else will and who may not be the right person for the job.

Jill Pioter
February 24, 2022

Succession Planning: A Brief Primer

Succession Planning: A Brief Primer https://members.ssvpusa.org/wp-content/uploads/2021/10/Council-Responsibilities-blog-graphic-Copy-1.jpg 1200 628 Jill Pioter Jill Pioter https://secure.gravatar.com/avatar/502dd18cd132413ad74f959d1d72f858?s=96&d=mm&r=g February 24, 2022 January 26, 2023

The National Governance Committee believes there are benefits to be gained by being a Vincentian leader. Consider these:

Leaders have a unique opportunity to grow in their own spirituality.
Leaders are in a unique position to provide help to those in need.
It is through leadership that our efforts are organized.
In order to be effective our efforts must be organized.
Leadership provides the opportunity for a member to learn firsthand what it means to be a Servant Leader.

An appreciation for Servant Leadership is important as is an overall understanding of the Society and its leadership. These can be gained in various ways, such as:

Attending Invitation for Renewal
Participating in an Ozanam Orientation formation program
Attending a Governance Training presentation
Discussions at new Council President or new Executive Director workshops
Incorporating them into the agendas for Regional or Council meetings
Developing outlines for use at (Arch)Diocesan and District Council meetings
Promotions at Regional meetings
Utilizing the Vincentian Pathway program
Utilizing SVdP’s Leadership Training Materials (Consider becoming a part of the Leadership Taskforce)
Considering numerous leadership courses offered through DePaul University

A part of Succession Planning should involve beginning the election process for Council and Conference presidents at a much earlier date than we’ve done in the past. This can be addressed by either amending bylaws or setting up a procedure to begin the nomination process about one year before a sitting president’s term expires and holding the election about six months before the newly elected president’s term begins.

A prayerful approach to the succession-planning process is strongly encouraged in keeping with the paramount importance of spirituality in the Society.

Jill Pioter
February 17, 2022

A Vitally Important Relationship

A Vitally Important Relationship https://members.ssvpusa.org/wp-content/uploads/2021/10/Council-Responsibilities-blog-graphic-Copy-1.jpg 1200 628 Jill Pioter Jill Pioter https://secure.gravatar.com/avatar/502dd18cd132413ad74f959d1d72f858?s=96&d=mm&r=g February 17, 2022 January 12, 2023

OUR RIGHT TO EXIST

The Society’s right to exist as a Catholic lay association is set out in Canon Law. However, we cannot do so without permission. We are allowed as a Catholic lay organization to serve within the diocese at the pleasure of and with the support of the Bishop. The Bishop has the right and authority to invite us to operate in his diocese as well as the right and authority to tell us to close up shop and leave. This holds true at the parish level as well. A Conference operates in the parish with the permission of the Pastor. It is extremely important to the Society that Council and Conference Presidents maintain an excellent relationship with the Bishop and Pastors in the Diocese. More so, it is the responsibility of the President to ensure that the relationship is a good one.

REGULAR REPORTING

The Bishop should be furnished with a full report of our activities, our results and our goals at least annually in a personal visit by the Council President. It should include ALL of our service by Conferences and Councils that exist within the Diocese. It should also include our National Consolidated Annual Report so the Bishop can assess our total impact and compare his Diocese to the rest of the dioceses in the country. As with the Bishop, the Pastor of a parish where a Conference exists should be furnished with a summary report of our activities and results at least annually in a personal visit by the Conference President. Quarterly, would be better if the Pastor has time. The Parishioners who support our work should have at least an annual report of how their money was used. This can be done in the parish bulletin or some similar method.

SPECIAL SITUATIONS

The Bishop and/or Pastor should be informed immediately of any incident that occurs that could result in significant harmful conflict or publicity. The Bishop and/or Pastor should never be placed in the role of having to clean up our mess. The Society should be proactive (after consulting with the Bishop and/or Pastor where appropriate) in dealing with any situation that comes up. Bishops and Pastors expect the Society to operate on its own, only keeping them informed where necessary. Resolve all differences with the Clergy no matter how small as soon as possible in a spirit of cooperation and common goal.

Jill Pioter
February 9, 2022

Stores and Special Works

Stores and Special Works https://members.ssvpusa.org/wp-content/uploads/2021/10/Council-Responsibilities-blog-graphic-Copy-1.jpg 1200 628 Jill Pioter Jill Pioter https://secure.gravatar.com/avatar/502dd18cd132413ad74f959d1d72f858?s=96&d=mm&r=g February 9, 2022 February 9, 2022

NO STANDALONE STORES OR SPECIAL WORKS

One essential principle must be kept in mind. No store or other special work can exist as a standalone entity within the Society. Every store and/or special work must be owned and operated by a Council or Conference. A Council or Conference, for specific reasons, may set up a store or special work with its own Tax ID and tax exemption; however, the entity must still be clearly designated through all of its organizing documents as a subsidiary of the Council or Conference that established it. The store’s or special work’s information must also be included in the annual report of the Council or Conference that owns and operates it. It is directly contrary to the Rule to establish a special work as a standalone organization using the Society’s resources to do so. This would be the equivalent to giving SVdP funds to an outside organization, a direct conflict with the Rule.

COMMITTEES

All stores and special works committees report to the Council or Board. The committee is advisory and a resource of time and talent, not managerial. Staff of the stores and special works are given their responsibilities by the Council through its President or by the Council through a Chief Executive Officer/ Executive Director.

PURPOSE

All stores and special works exist for the furtherance of our core missions – not for building a business within the Society. Saving profits to open another bigger, better store or special work is not Vincentian work if little or none of the income goes to the poor. One store in the Western Region was saving all of its profit for several years to open a bigger store. No money was going to the poor. The SVdP mission must be kept in mind and movement toward it at all times.

BY VINCENTIANS

All stores and special works are controlled and operated for our missions by Vincentians. All stores and special works have the element of Vincentian person-to-person service to God’s poor. We do not hire staff or an outside group or business to exclusively service those in need. The Council, not the staff, makes the overall policy decisions to establish stores and special works. The Council may delegate some of the day to day work to the staff through the President or the Chief Executive Officer/Executive Director. If there are no Vincentians directly involved in the operation of the stores or special works, it should be reexamined to determine if it truly meets our Vincentian Rule.

Jill Pioter
February 3, 2022

Council Finances

Council Finances https://members.ssvpusa.org/wp-content/uploads/2021/10/Council-Responsibilities-blog-graphic-Copy-1.jpg 1200 628 Jill Pioter Jill Pioter https://secure.gravatar.com/avatar/502dd18cd132413ad74f959d1d72f858?s=96&d=mm&r=g February 3, 2022 December 21, 2022

FULL DISCLOSURE (TRANSPARENCY)

Council finances should be fully disclosed to all members of the Council on a regular basis. They can be disseminated to all Vincentians through Council members or a regular mailing. The frequency depends somewhat on the extent of the Council’s financial activities, but no less than once a quarter. As with Council action items financial reports should be furnished to Council/Board members well before the Council/Board meeting.

There should be some basic training for all Council/Board members on how to read and understand a Balance Sheet and a Profit and Loss Statement. This needs to be given periodically as new Council/Board members begin their term.

AUDITS

If the Council has stores and/or special works, a full audit by a CPA or accounting firm should be accomplished annually. There are three levels of audits: Compilation, Review, and Full Audit. Select the one appropriate to the size and complexity of your Council. Those smaller Councils that have no stores or special works may plan and execute an informal audit. In any case, a Council audit should be performed annually.

A copy of the audit report should be given to each Council/Board member and discussed at the Council/Board meeting. Results of the audit should be made known to all subsidiary Councils and Conferences. Pay particular attention to any changes suggested to operations or record keeping that are in the report. The Council is accountable to its subsidiaries and upper Councils for the results of the audit. Statements on the audit of impropriety must be addressed before the next audit.

BUDGETS

A budget should be developed each year. The Council financial report should show how closely the operation is tracking with the budget each month. Any significant variance that develops should be dealt with in an established “process” manner. If the need for correction persists, action is required by the Chief Executive Officer/Executive Director, Board, or Council. Expenses can be well predicted. It is the income that is uncertain. Don’t fall into the trap of balancing the budget by simply increasing the expected income.

The budget should be formally approved by the Council. It should be treated as a governance document that the Chief Executive Officer/Executive Director and staff must operate within. However, staff should have the latitude to make decisions within the limits of the budget without exceeding those limits.

INSURANCE – CONSIDERATIONS

Adequate insurance coverages and limits should be maintained. It should include Directors and Officers Liability, Employee Practices, and Sexual Abuse coverage to protect the Council in addition to the normal coverages of Property, Liability, Vehicle, and etc. The Liability Insurance should include coverage for all members and volunteers. Annual evaluations should be made of all insurance policies.

An annual update of values should be done on all property insurance. Experts in appraisal, construction, banking, or insurance can be called upon to assist. The cost of insurance is extremely low in comparison to an uninsured or underinsured claim. Determine the cost to replace/rebuild with outside contractors, not the market value of the property.

In most cases of Council operations, limits of $1,000,000 would be considered inadequate. Establish limits with the advice of experts.

FUNDRAISING

Fundraising, as a general rule, is a long-term project. There may be various short-term fundraising projects that are planned but they should be part of a large effort. Develop a fundraising plan and work the plan over a long period of time. Adjust the plan as needed but the most important aspect is to make it a day to day process at all times. Don’t rely on a few resources; continue to search out new avenues to finance our work. The old tried and true may have been discovered by many other nonprofits resulting in less income than in the past.

RESERVE FUNDS

Establish a reserve fund if the Council has works that require payroll, bank payments or any other ongoing expenses. Decide how long a period of operation you would need to fund in case of loss of the normal source of funding or some operational disaster. This gives you time to adjust operations in case of unexpected losses in any year.

The Manual suggests 50% of annual budget (a six-month reserve). This may be too much depending on ongoing commitments and time to shut down various works if a critical situation arises. If financial results are negative, take corrective action as soon as possible to avoid invading the reserve fund.

Conferences and Councils with no extended obligations need little or no reserves. The money belongs to God’s poor. We are stewards of those funds.

SOLIDARITY

The Rule permits Councils at each level to assess its subsidiaries a solidarity contribution to help offset its cost of operations. This starts at the Council General International (CGI) and goes to each level beneath: National Council, Diocesan Council, District Council, and Conference. This is an obligation that each subsidiary must fulfill.

CGI assesses an annual solidarity contribution from National Councils. The National Council assesses an annual contribution from its Diocesan Councils, District Councils, and Conferences. Diocesan Councils can assess periodic contributions from its District Councils and Conferences. District Councils can assess periodic contributions from its Conferences.

The National Council makes its assessment in October of each year (the beginning of the fiscal year). It assesses to Councils and Isolated Conferences in each diocese. The Councils are expected to make the solidarity contribution. They are then expected, if they choose, to collect the appropriate portion of the contribution from their subsidiary Councils, Conferences, stores, and special works.

The members of the National Governance Committee wish you and your families a beautiful and blessed Christmas and a new year filled with the fullest measure of happiness and good health.

Jill Pioter
January 27, 2022

Council Operations

Council Operations https://members.ssvpusa.org/wp-content/uploads/2021/10/Council-Responsibilities-blog-graphic-Copy-1.jpg 1200 628 Jill Pioter Jill Pioter https://secure.gravatar.com/avatar/502dd18cd132413ad74f959d1d72f858?s=96&d=mm&r=g January 27, 2022 December 15, 2022

PROCESS

All business should be done by process – not reaction to individual situations. Council/Board policies and management procedures form the processes. Once formed, the process should not be violated except for very serious reasons. Processes must be in writing. They can be either Council/Board policy or operational procedures.

MEETING AGENDA

All Council/Board agenda items are designated as either action items or information. A process is to be developed so all Council/Board members have all information on action Items well before the Council/Board meeting so all votes are based on informed opinions. There should be no action taken on any motion not fully disclosed. The only exception in Roberts Rules is a “motion to suspend the rules.” This motion only applies to the issue at hand and must be passed by a two-thirds vote. Then that matter can be brought up and acted upon. A typical time that this should be used is in the case of a serious time problem on a critical issue.

ELECTION – COUNCIL PRESIDENT

All elections are held in conformance with bylaws. The Nationally Approved Bylaws have the same authority as the Rule. As a result of the process that occurred when the National Council approved Part III of the Rule and the Nationally Approved Bylaws at the National Assembly in Chicago in 2005, every Council and Conference is expected to adopt a set of bylaws corresponding to the Nationally Approved Bylaws.

All Council elections should begin at the Conference member level. All ballots are secret. Ballots for this election are usually counted by the Spiritual Advisor and one other disinterested person. It is suggested that only the winner is announced, not how close or unanimous the vote may have been. Revealing the actual vote only creates problems no matter how close or wide the vote is.

Conference Presidents are expected to vote the way their members instructed. If a significant development occurs changing the situation, such as the withdrawal of one or more candidates, the Conference President should use his/her best judgment of how the Conference would vote and then cast the ballot. If the election is put off to another time, the Conference members should be given an opportunity to express their wishes in another secret ballot.

MANAGEMENT

The Council, Council President and Board are responsible for oversight of the management of the Council. However, if the Council has a Chief Executive Officer/Executive Director, the Council, Council President and Board are NOT responsible for the actual day to day management. The Chief Executive Officer/Executive Director is responsible for the business of the Council.

Typically, a Council will not hire a Chief Executive Officer/Executive Director unless it operated one or more stores or Special Works. The business activities of the Council are handled by the Chief Executive Officer/Executive Director. The Council, President and Board are responsible for the Vincentian work of the Council.

An issue with an individual, the clergy, or a Vincentian issue with the Council or a Conference is normally handled by the appropriate members of the Council/ Board. In many parts of the country, the Chief Executive Officer/Executive Director aids the Council/Board with some of those issues. However, the following principle should be kept in mind: The primary role of paid staff in the Society is to AID Vincentians in the work they must do; it is NOT to do their work for them.

OBLIGATING THE COUNCIL

The Council/Board is the only entity that can authorize an obligation to be placed on the Council. This authority may be delegated by the Council/Board in certain cases to specific persons. No new ministries or significant additional services are undertaken without Council approval. Obtaining a grant for a special work or service that will obligate the Council to continue even if the grant is not received in the following year is unacceptable planning. The cost of a ministry is not only the space or start-up cost; it is the continuing expense to operate year after year.

In most cases, the structure of the Society is such that the Council is incorporated, has its Tax ID (EIN), is insured and is the SVdP legal entity in its area of coverage. It provides legal authority and coverage to the Conferences, stores and special works that are its subsidiaries. Therefore, it is important that all Conferences, stores and special works submit their plans for grant requests and other new activities to the Council/Board for approval. Since the Council is the legal entity, the grant or new activity becomes the responsibility of the Council.

PLANNING

Planning, both long and short range should be a continuing process and examined in depth at least once a year. Times for regular annual planning meetings, usually before budget time, should be established and adhered to.

CROSSING INTO ANOTHER COUNCIL’S AREA

In 1979, the National Council passed a resolution that essentially stated that no Council or Conference can cross into the boundaries of another Council or Conference with the intent to set up operations of some work or do fundraising without their permission. This resolution was re-enforced by Resolution 104, passed by the National Council on April 12, 2013. For example, this prevents Council A from establishing a store or special work within the Council B boundaries without Council B granting them permission. The same holds true for targeted fundraising.