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Ground Rules For Visitation
Ground Rules For Visitation 1200 628 Jill Pioter

There are a set of basic ground rules that should be kept in mind before visiting with those who have requested our help. It is a good idea to review them on occasion, understand them and put them into practice.

 1. If you are on a witch hunt, stay home.

One of our purposes as members of the Society is to bring the love of God to those who are in need. You cannot do this if your personal expectation is that the people you visit are on the take, that they are out to get us for whatever they can. If you believe that the people you are going to visit are going to give you a phony story, if you believe before you actually meet with them that they “are only going to sell the food to get money for cigarettes or alcohol or drugs,” then you have prejudged them and shouldn’t be participating in the interview. Our role as helper obliges us to keep as open a mind as possible. Give those we serve the benefit of the doubt — at least until you have heard their story and can make a reasonable judgment as to the validity of the need. Remember, it is the need we are judging — not the people. So, the first ground rule calls for you to judge yourself — not the circumstances, not others. What is your reason for going on this visit? If you are on a witch hunt, you have no Vincentian reason for being there. Stay home.

 2. If you are an expert on life, stay home.

Have you ever heard the comment: I’ve lived a long, difficult life and I’ve never had to ask for help? (Better yet, have you said such?) Some people (Vincentians) have a tendency to feel that they know the answers, they’ve heard it all before, they know the circumstances, they know what questions will be asked, and they know what they are going to do to resolve the request before the visit occurs. The problem with being an expert is that experts have the answers before the questions are asked. The problem with experts is that they are ready with what needs to be done while the words of the request are still being formed in the mind of the one asking. The problem with experts is that they don’t listen. And, that is exactly what is expected of Vincentians: Vincentians must be good listeners. Vincentians should go on a call with no preset plans in mind. Vincentians should visit those in need with the spirit of a servant asking their masters “what is it that we can do for you?” Our Lord has called out to us. It is He whom we are serving in the person of the poor. We must go to Him humbly asking what it is He seeks. But He does expect us to say “yes” when appropriate and “no” also when appropriate. Be a good listener. If you are an expert on life, stay home.

3. If you cannot smile and be pleasant, stay home.

Let’s face it, everyone has a bad day once in a while. It happens to the worst of us. It happens to the best of us. However, as Vincentians we represent Christ to those we serve. We must be pleasant, loving and caring when we encounter those in need. Our Lord asked us to love one another as He has loved us. That’s a tall order and we need to represent Him well. What this means is that if you are having a bad day, you can’t show it. And, if you can’t not show it, stay home.  You are doing no one any good — including yourself.

If your normal personality matches the movie title “Grumpy Old Men,” then you shouldn’t be going on home visits. Grumpy people never provide those they encounter with feelings of love and renewed hope. That’s part of what we are doing when we go to those in need. We are showing them that God cares. He cares so much that He sent us to try to help. So, if you are a grumpy old man or woman, stay home.

Burnout often reflects itself in rude, crude and downright ugly behavior. Unfortunately, we never recognize it in ourselves. It’s always someone else who sees it. And it is worse if the one who sees it is the one you are supposed to be helping. If you see this in your partner, make sure he/she stays home.

4. We are responsible for our effort, not for success.

It would be great to point to every Home Visit that we make and be able to say, “This is one of our finest success stories. We did such and such and it really turned things around for this family. They’re doing great now.” Well, in doing a reality check, we know better. We know, in fact, that very few of the families we visit for the first time ever even take the good advice we give them. That’s part of human nature and we should not expect much more. So then, what is our role if it is not to change people’s lives and get them on the road to heaven? Our role in serving those in need is twofold. First, it is to show those who are in need that God cares about them; He cares so much that He sent us to do what we can to help. Second, our role is to make life a little bit better for them right now, this moment, to give them some hope. If we can do more, that’s great. If not, that’s okay too.

We are responsible for making the effort to help. We are responsible for our attitudes, for the amount of love we put into the visit, for the amount of love we put into the advice we give. We are not responsible for making it all work. We can give advice but we cannot force those we are trying to help to take the advice and run with it. We cannot place conditions on the help we give; so we should never refuse to help because they didn’t follow our last advice. Christ asked us to love one another as He loved us. His love was unconditional. Focus on what you can control and that is your effort. You may walk away from a visit feeling like you have made a real difference or you may feel like you were not able to change anything. The impact of what you do today may not show up for months or years. If you are going to make an evaluation of the visit, then evaluate yourself, your effort, the impact of the visit on you, and not whether anything is different for the family you visited.

 5. Judgment — not judgmental!

Every day we are faced with making decisions and every day we make a choice on each one of those decision points presented to us. Some of those choices are good, some are bad and some are inconsequential. We hope for the most part that our decisions are good ones. When we are faced with what our Lord presents to us on our visit to Him (in someone’s home), we are asked again to make a decision, a choice, a judgment.

We are asked to judge the validity of the need and the level of resources that are available to us. We are asked to listen to what is presented, observe the surroundings, analyze the circumstances, and evaluate what we have to work with. It is the need that is important. Is this real? Do they really need the groceries? Do they really need the rent help or is the rent not even due for another two weeks? Do we have enough money to pay the portion of the bill that they cannot cover? We are asked to make a judgment — period.

Don’t make your decision based on any one of the many varied lifestyle choices that people make: are they living together instead of being married; is it a mixed marriage; are they just going to take our help and use their own money to buy cigarettes, beer or drugs; is the house filthy and the kids as well; does the whole place smell of stale cigarette smoke or urine; is the old man just lounging on the sofa? These and a thousand other questions are based on lifestyle choices and cause us to be judgmental.

We are asked to make good judgments about whether to help or not. We are not to be judgmental about lifestyle choices. It’s not easy. We have to deal with mind and heart issues as well as all our life experiences. Our Lord told us to love one another as He loves us. Don’t deny someone your help because you disagree with how they choose to live. Make the judgment — don‘t be judgmental.

6. Who owns the groceries? Let go!

Letting go is something that has been promoted as a necessary part of maintaining both a good mental and emotional balance. Essentially the saying is “let go, let God!” Within our Vincentian way of life we are asked to do the same thing but from a slightly different aspect.

Often our members place a tremendously high value on the material things that we give to those in need. Often we are judgmental about the people we serve based on how they deal with the things we give them. Jesus told us to love one another as He loves us. And He loves us unconditionally. He doesn’t attach any strings to the gifts He gives us. He doesn’t ask us to dance to a particular tune in order to receive the gifts He gives out of love. And He certainly is not going to withhold any future gifts because we didn’t care very well for what He gave us in the past.

The same should be applied as Vincentians give their gifts to those in need. There are no strings attached. Our gifts are unconditional. When we give a person or family a box of groceries, who owns the groceries? They do. When we give a person or family some clothing or some furniture, who owns the merchandise? They do. They have ownership. How they handle it, how they dispose of it is their business.

We are asked to make a judgment about the need that is presented to us. We are not asked to be judgmental about the actions of the people we are about to help. Let go. Judge each case on its own merit. “The measure with which you measure will be used to measure you.” (Matthew 7:2)

 7. Work within the guidelines of the Conference.

It has been stated in many ways in many St. Vincent de Paul publications: the basic unit of the Society, the most important unit of the Society is the Conference. It is the Conference that has the resources. It is the Conference that does the works of charity. It is the Conference that decides what will and what will not be done. In the United States, all Conferences are run democratically. All decisions are made by the group. No individual member has a right to override what the Conference decides. Every Conference establishes a set of guidelines upon which the members may operate as Vincentians. Assuming that the guidelines do not contradict the Rule of the Society, it should be understood by all members of the Conference that the guidelines must be followed.

For example, a Conference guideline may allow for any visiting team to spend up to $150 based on their own evaluation of the need and circumstances. If more than $150 is needed, then it must be brought back to the Conference for a decision. It would be improper for any visiting team to simply approve payment of or pay a bill for $220.

If the Conference as a group decides not to give any further assistance to a specific family (regardless of reason), it would be wrong for an individual member or visiting team to assist the family in spite of the Conference decision. All members must work within the guidelines of the Conference.

 8. Your decision is the right one.

The visiting team must have confidence in themselves and their decision-making ability. They are being asked to make a decision that will affect not only the person/family they are working with but also the Conference. The visiting team members are the only ones present to hear the story, to ask the questions, to understand the circumstances and to formulate a resolution to the problem. Their decision is the right one. The only exception to this is if their decision contradicts a Rule of the Society or a prior decision/guideline made by the Conference.

No one within the Conference has a right to criticize the team for the decision they made. Other members may make recommendations as to other questions that may be asked in similar circumstances next time, other resources that may be referred, other paths that may be suggested. But criticism is out. Our role as Vincentians during the meeting is to bolster, encourage and assist each other.

Always remember: unless you are doing something contrary to your Conference’s prior decisions or contrary to the Society, your decision is the right one.

 Conclusion

Take a moment and review all eight of the ground rules. Essentially, they all deal with attitude. Attitude is what you bring to the visit. It affects the way you think and the way you act. It truly is your contribution to the encounter. Our Lord presents us with opportunities to serve Him by serving those in need. It is not so much the material things that we give that are important as what we bring from our hearts. Let us close with an excerpt from Praying With Frederic Ozanam (pages 92-93, Ron Ramson, C.M.).

Frederic’s Words

 On 21 October 1848, Frederic wrote a remarkable article in his newspaper, the New Era. The article was entitled “Help Which Humiliates and Help Which Honors.” 

Help is humiliating when it appeals to men from below, taking heed of their material wants only, paying no attention to those of the flesh, to the cry of hunger and cold, to what excites pity, to what one succors even in the beasts. It humiliates when there is no reciprocity, when you give the poor man nothing but bread, or clothes, or a bundle of straw — what, in fact, there is no likelihood of his ever giving you in return… But it honors when it appeals to him from above, when it occupies itself with his soul, his religious, moral, and political education, with all that emancipates him from his passions and from a portion of his wants, with those things that make him free, and may make him great. Help honors when to the bread that nourishes it adds the visit that consoles, the advice that enlightens, the friendly shake of the hand that lifts up the sinking courage; when it treats the poor man with respect, not only as an equal but as a superior, since he is suffering what perhaps we are incapable of suffering; since he is the messenger of God to us, sent to prove our justice and our charity, and to save us by our works.

Help then becomes honorable because it may become mutual, because every man who gives a kind word, a good advice, a consolation today, may tomorrow stand himself in need of a kind word, an advice, or a consolation; because the hand that you clasp clasps yours in return; because the indigent family whom you love loves you in return, and will have largely acquitted themselves towards you when the old man, the mother, the little children shall have prayed for you.

  • Jill Pioter

How to Run a Good Meeting
How to Run a Good Meeting 1200 628 Jill Pioter

Among the group leadership skills that come into play for Conference and Council Presidents is knowing how to run a good meeting.  Here are a few tips for use whether you are a new or veteran President:

  1. Never hold a meeting without an agenda; send a tentative agenda in advance to everyone who is expected to attend.
  2. Make sure that copies of all reports to be discussed are sent out in advance of the meeting.
  3. It does not hurt to have a consent agenda for matters like prior meeting minutes and financial reports with discussion or reporting needed only if there is a question or correction.
  4. Begin every meeting with prayer, a spiritual reflection and brief discussion on the reflection. Business can wait for prayer and spiritual reflection.
  5. At the beginning of your meeting have those in attendance approve the tentative agenda so that it then becomes theirs.
  6. Stick to the agenda and politely keep those who are present on topic. Remember to treat everyone with dignity and respect, and remind them that we discuss matters, not argue about them.
  7. Provide an opportunity at the end of a meeting for new business to be brought up for discussion at that time or at a subsequent meeting.

We hope these basic suggestions help your meeting run smoothly.

  • Jill Pioter

Conflict in Conference Meetings
Conflict in Conference Meetings 1200 628 Jill Pioter

Conference meetings are intended to be “mutually fulfilling” gatherings where members joyfully share their experiences, grow in faith and make plans to serve others. Sometimes, however, members do not always agree on how to go about these activities and the meetings are far from mutually fulfilling. Managing meeting conflict is almost never at the top of any Conference president’s list of favorite undertakings, but it doesn’t need to be a negative experience. In fact, sometimes it can be healthy and help your Conference grow. Here we share a few tips to better prevent and manage conflict within your Conference meetings.

 To Prevent Conference Meeting Conflicts

Send out a detailed, specific agenda ahead of time so that members know how the meeting will proceed. Make it clear that the meeting will unfold in an organized, respectful manner.

  • Know the strengths and weaknesses of the members in your Conference, and tailor the discussion style to maximize the strengths and minimize the weaknesses.
  • Encourage frequent communication among Conference members outside of meetings so that members feel informed and are not taken by surprise.
  • Ensure that minutes are kept of Conference meetings, including specifics about decisions made and timeframes. Distribute minutes in advance to all Conference members to reduce inconsistencies in memory.
During a Conference Meeting
  • Make sure all Conference members have the chance to speak and be listened to respectfully.
  • For significant topics, give members a few moments to process the question at hand and perhaps write down a few notes before starting the discussion.
  • Present things in such a way that indicates the Conference is working through issues together.
  • Try to anticipate conflict and address the issue before it happens. Be aware of members’ nonverbal communication and apparent discomfort.
  • Encourage the Conference to be specific in its decisions to avoid ambiguity about when or how something will be done (i.e., “Jesse will contact Father Mike by noon on Friday,” not “Jesse will contact Father Mike soon”).
Should a Conflict Arise

Pause briefly to allow the Conference and its members a chance to temper emotions and think of how to say things in a thoughtful, respectful fashion.

  • Repeat/summarize what you have heard Conference members say so they know you heard them.
  • Neutralize personally-directed comments by restating them in terms of objective qualities, issues or actions, not people themselves (i.e., “Maria tries to avoid us all of the time and refuses to answer our phone calls” to “You feel that Maria is not making herself available to the needs of the Conference,” or perhaps even better, “You feel that our current system of reporting home visits is not working”).
  • Redirect tangents back to the agenda item under discussion.
  • Restate and reframe the larger context of the situation to keep the topic in perspective.
  • Identify and outline the points of agreement that exist between disagreeing parties.
  • Find a “grain of truth” in an opposing viewpoint and use that to begin to build consensus.
  • Strive to arrive at group consensus; avoid voting on a divisive topic if possible.
  • Place the discussion on hold and ask the Conference spiritual advisor to lead the Conference in a prayer before continuing.
If the Conference Is Stuck
  • Reduce unknown factors and fear by assigning a subgroup to research the topic a bit more and report back at a future meeting.
  • Table the conversation until a future meeting.
  • Discern whether someone perceives a threat to themselves or to their interests. If so, address/discuss the issue in a kindly fashion that preserves their dignity.
  • If the topic is hijacking the meeting, arrange for either the whole group or those members most invested in the topic to hold a separate meeting in the future to discuss it.
  • If only one individual is upset about an issue for a prolonged period of time, ask to meet separately with him/her after the meeting.
  • Consider whether another factor(s) may be contributing to rigidity in mindset or aggression in verbal response.
  • While maintaining confidentiality, seek advice from fellow Conference/Council presidents, National Office staff, committee chairs or other Vincentian peers. Many other Vincentian leaders may have faced similar circumstances and have suggestions based on what worked for them.

Know that you are not alone in facing difficult Conference situations at times. Facing conflict may not be your favorite part of serving the poor, but your adept handling of it will allow for so much more love, respect, commitment and loyalty to grow among Conference members and toward those in need as a result.

Unoriginal material in the above list was drawn from the following articles. If you would like further information, follow the links below:

  • Jill Pioter

So You’ve Been Elected President…
So You’ve Been Elected President… 1200 1200 Jill Pioter

Thank you for sharing your time and talents with fellow Conference and Council members, as well as those in need. As with all involvement in the Society, we hope your work as a Vincentian servant leader will lead you to greater faith, an increased desire to serve, and stronger friendships.

Do you feel some anxiety about taking on a Vincentian leadership role?  Let’s take a look at a few common myths behind that anxiety.

Myth #1:  You need to know everything now.

No Vincentian has taken a leadership role already knowing everything; to be honest, no current Vincentian leader knows everything now.  What most Vincentian leaders do learn is where to look to find information, where the resources are and who in the Society has experiences and wisdom to share.

Truth #1:  You will learn and grow during your time as a Vincentian leader.

Myth #2:  You are now in charge of everything.

A Vincentian leader is a servant leader who understands the role of God’s providence. Your ultimate role is to harness the gifts and spirit of your members and direct them to growth in holiness and increased love for one another, and in ways of service to others. To do this you will need to allow God to direct you.

Truth #2:  God is in charge of everything. You are called to discern where God is leading and to follow through — and help your members do the same.

Myth #3:  You are all alone in figuring things out.

This myth could not be further from the truth. The Society is truly a global network of charity. Fellow Vincentians in 155 countries are serving those in need, as you are, and desire to do so with love and in an effective manner. As you attend regional and national gatherings, or reach out to other Vincentian leaders, you will find that many people are more than willing to share their knowledge. You will only feel all alone if you do not participate in such interactions and relationships.

Truth #3:  Most Vincentian leaders love to talk about their experiences and help each other.

Reach out to other Vincentians — even if they are not from your area — for advice and support. We will share useful information relevant to your new responsibilities in these Frederic’s e-Gazette articles throughout the year. Thank you for being willing to serve through leadership, and may you be blessed through your witness of following God’s lead in your Conference’s/Council’s service while encouraging others to do the same.

We remind you of the valuable resources on the National website and urge you to review the Governance Page where the Governance Training DVD and the other material the National Governance Committee has prepared can be found. Then make plans to use these tools.  Your Conference and Council will be better off if you do so.

  • Jill Pioter

How to Avoid Confusion With Clear Communication
How to Avoid Confusion With Clear Communication 1200 628 Jill Pioter

By Michael S. Hyatt

Under-communication is a consistent problem in nearly every business. You can solve that by taking ownership of the communication happening around you.

I’ve worked with more than my share of poor communicators over the years. One was a boss who rarely shared information and never in a timely way. My office happened to be in a different building than his, so getting to our weekly one-on-one meeting took a little effort. Each week, I prepared a status report on my major projects, developed a list of answers I needed to make progress, and drove to the office in time for the meeting.

I can’t tell you how many times I was greeted by his assistant with a pained expression. “I’m so sorry,” she’d say. “He had to step out.” Not only did he cancel most of our meetings, but he did so without notice.

When we did meet, he provided little or no clarity. And he dodged most of my questions with “I’ll have to get back to you on that.” It was maddening!

Most under-communication is inadvertent. People are simply unaware of the gap between what’s in their mind and what’s in yours, and you suffer from that same lack of awareness. In fact, a team of researchers writing in the Journal of Political Economy labeled this phenomenon “the curse of knowledge.” It means that when you know something, it’s very hard to remember that other people don’t.

Fortunately, the solution is remarkably simple. All you have to do is step up and take responsibility for all the communication that comes from you or to you. Here’s how:

Determine to Be the Solution

Most of us are not fully aware of our own part in the communication quagmire. We may expect others to do all the work of conveying information. The first step in communicating clearly is to determine to be the solution, not the problem. Are you ready to champion clear communication in your workplace?

Externalize Your Thinking

The curse of knowledge affects everyone, including you. As a result, we don’t communicate or don’t communicate enough. Be aware of the gap between your understanding and that of your team. Stop assuming that people know what’s important or what needs to be done. Get your thoughts out of your head where others can read or hear them.

Push for Clarity

Before you compose your message (or say it out loud), ask yourself, “How can I set the other person up for success?” Before you hit send, reread the communication to be sure it’s clear. Would you know exactly what you meant? Clarity is vital for communication. Sometimes that will mean pushing others for clarity. Remember, they also suffer from the curse of knowledge and may have a tendency to omit information or use ambiguous language. Gently ask them to make their meaning clear.

Confirm Understanding

Communication hasn’t really happened until the other person not only receives your words but also understands them. You can request a “read receipt” when you send a message, but you also need to get an “understand receipt.”  You can do that with questions like “Is anything unclear about that?” or “What do you understand based on what I’ve said?”

Over-Communicate

Actually, you can’t over-communicate. Or at least it is pretty hard to do. People are busy and distracted. They forget things they should remember — things they want to remember. Communication is not a one-and-done event. Communicate again. And again.

What would it be like to come to work in a place where you never had to go on a deep dive for the information you need to do your job? How would it change the culture of your office if everyone was clear, direct and intentional in their communication?  Why not take responsibility for making that happen and find out?

  • Jill Pioter

What Is Meant by “Hoarding” in a St. Vincent de Paul Context? Part Two
What Is Meant by “Hoarding” in a St. Vincent de Paul Context? Part Two 150 150 Jill Pioter

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.

(For Frederic’s e-Gazette readers:  Part One addressed Conference considerations.  Part Two deals with Council considerations.)

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:
    1. 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.
    2. 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 principals 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:
    1. Unlawful, impractical, impossible to achieve, wasteful,
    2. The amount is less than the amount defined by the State,
    3. The fund is more than 20 years old, and
    4. 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.

Special Note:  The National Governance Committee invites you to a webinar titled “Hoarding – What It Means” to be presented by Committee chair Mike Syslo on Monday, July 10, at 6:30 p.m. Central Time. The presentation centers on the content of the definitive Governance document on Hoarding published this week and last in Frederic’s e-Gazette. The various concerns related to types of funding received by Conferences and Councils will be addressed. Discussion and Q&A will be included. We think this informative session on a very important topic will be well worth your time.

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 legitimate reserve for future operations and which constitute hoarding,
    • Failing to enact Bylaws that are in compliance with those approved by 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.

 

  • Jill Pioter

Retaining Your Members (Part 2)
Retaining Your Members (Part 2) 2560 1802 Jill Pioter
  • Involve your regular donors. Regular donors are equal partners in the Society. We are a union of willing hands (Active Members), caring hearts and helping hands (Associate Members) and generous almsgivers (regular donors). Each is separate but equal.Many people are afraid to participate, afraid to meet the poor. They choose to discharge their responsibility to help the poor by writing you a check. While you may need their check to help the poor, your objective should be to tactfully get them involved in person-to-person contact with those in need. Let them find out it’s not stressful when working with another, experienced parishioner. Help them find how it gives them a warm and fuzzy feeling.

    Get them into Home Visits the easy way – with the Back to School program, Thanksgiving or Christmas food box distributions that some Conferences put together.

    Include regular donors in as many activities as you can, especially Masses on feast days of St. Vincent and Blessed Frederic, food and clothing drives, etc. Send all major communications and newsletters to them. This can sometimes convert them to Associate and then Active Full Membership.

  • Provide Recognition. In the business workplace, when someone asks the question, “what do you want from your boss in your job,” the two top answers are always security and recognition.
    • Recognize long-time members (at 5, 10, 15, 20, 25 year and other anniversaries), those who continue to be active past the age of 80, and all retiring members.
    • Recognize your pastor, priests, deacons, and nuns who provide help and support for your programs and/or your Conference. We sometimes forget who pays the electric bill for our pantry.
    • Conduct a “graduation ceremony” when a member completes the Ozanam Orientation. Recognize them in front of the entire Conference at your next meeting.
    • Use a star or other special character on your Conference membership list to indicate members who have completed the Ozanam Orientation.
    • Prepare and publish a list of Conference officers over past years. List all Vincentians who made the Quarter Century Club.
    • Put up a plaque in your pantry with the names of Vincentians who passed to their eternal reward while serving the poor. Add a new name plate each time a member dies, conducting a short prayer service.
  • Recognize the Need for Recovery and Recuperation. Occasionally a member may become dissatisfied or bored with their present assignment. Others may get tired (especially your oldest members), and a few may experience burnout. Remember that a person’s family and job come first, according to the Society’s own Rule.
    Recognize these folks and thank them for the work they have accomplished, and show them how their involvement has helped the people the Conference served and our Society. Ask them for input on the manner in which you conduct your meetings and make assignments. They may have a different perspective, and help you to improve Conference operations. After positively dealing with the situation they find themselves in, discuss other positions which may be more attractive to them.
    Everyone in your Conference will get tired of the “same old thing,” so keep trying new projects and changing (improving) old programs. The attitude, “but we’ve always done it that way” will only insure that your Conference remains a handful of old men and women, as you drive away new and younger people and burn out older ones.
    A perception that an organization is dying is the number one reason why people leave or fail to join an organization. The vibrant Conference will keep existing members and attract new members.
  • Work on (and Pray over) Personality Conflicts. Personality conflicts are inevitable in any group of humans. Yet, if these are not managed, they will cause you to lose at least one of the two protagonists. The President and Spiritual Advisor should try to help resolve any issues between the warring partners. It may be necessary to separate these people until, over time, they get to better know (and respect) each other in new ways. Change Home Visit teams, schedule the Hatfields in at times when the McCoys aren’t there. Time heals all wounds; give it a chance. And pray that the Peace of Christ descends on both of them.
  • Equip Your people to Do Their Job.
    • Information. Your Conference does more than pass out food and money; you provide information which is often essential for neighbors to get back on their feet. Your members must have that information to do their job.
    • Publish a year’s calendar so Active Members, Associate Members, and regular donors, as well as your clergy, Parish Council, and other church ministries, know what the Conference is planning and when. This helps prevent conflicts, helps people reserve dates when you need their participation, and helps communicate the breadth of your Conference work.
    • Adopt and communicate Conference policies and guidelines. Home Visit teams especially must know what latitude they have when working with a family in trouble. Nothing is more frustrating than having the responsibility for a case without the authority required to act. Home Visit teams should know one of three conditions exist when they visit:
      1. That they cannot help a family financially with rent due to lack of funds, and must help in other ways — referrals, information, counseling, extra food, etc.;
      2. That they cannot help a family with rent without the approval of the Conference which meets sometime down the road;
      3. That they can help a family with rent up to “X” dollars without further approval — beyond that amount, Conference approval is required.
    • Necessary referral forms and vouchers (for clothing, gasoline, groceries, furniture) should be available and members instructed on how to properly complete them. The Conference pays its bills faithfully and promptly so vouchers given to guests are honored by thrift stores and other vendors.
  • Recognize the Value of Fellowship and Friendship. Don’t forget to schedule social events. The Society’s second objective requires a friendship relationship among members. People are social beings, and personal relationships help cement one’s commitment to the common work. Sometimes this can be combined with retraining (below).
  • Retraining. Retraining should occur periodically. We all need to be reminded of basic job duties, of things that have become more important in recent years, and of how to handle new forms, procedures, and program changes. Older members not kept up to date can feel “lost” and out of touch. Get all your folks together for refresher training at least every six months. A good way of handling this is to schedule a social activity and combine the two. A summer barbecue can involve socializing and eating, followed by a 90-minute refresher course, or vice versa.
  • Never Forget Spirituality. People joined the Society of St. Vincent de Paul — not the American Cancer Society, or the United Way, or the Red Cross. What separates the Society from these very worthwhile organizations is the fact that we are a faith-based organization; we bring spiritual values to the people we serve.
    Burnout is common after a relatively short time in most other volunteer agencies because the members don’t have a belief system to sustain them. We can always fall back on our faith. That is the reason we have members well into their 80s and even 90s who have been serving in the dining rooms, stores, and other special works for more than 50 years.

Whether old or new, your members have a “thirst” for spirituality. They need to be reminded of the spiritual aspects of their work. If you only talk about the “numbers” — boxes delivered, money raised, families visited, hours worked — you will find members losing focus.

Even in the very best Conferences, teams experience discouraging cases. They “get taken” by fraudulent couples. And, after a series of thankless guests, greedy applicants, lazy individuals and indifferent bureaucrats, those without a spiritual foundation will be “lost” to despair and discouragement.

Our spirituality is our anchor. Keep it present at all times. First things first. Never become a Conference of just “numbers.”

  • Jill Pioter

So You’ve Been Elected President…
So You’ve Been Elected President… 1200 628 Jill Pioter

Thank you for sharing your time and talents with fellow Conference and Council members as well as those in need. As with all involvement in the Society, we hope your work as a Vincentian servant leader will lead you to greater faith, an increased desire to serve and stronger friendships.

Do you feel some anxiety about taking on a Vincentian leadership role? Let’s take a look at a few common myths behind that anxiety.

Myth #1: You need to know everything now.

No Vincentian has taken a leadership role already knowing everything; to be honest, no current Vincentian leader knows everything now. What most Vincentian leaders do learn is where to look to find information, where the resources are and who in the Society has experiences and wisdom to share.

Truth #1: You will learn and grow during your time as a Vincentian leader.
Myth #2: You are now in charge of everything.

A Vincentian leader is a servant leader who understands the role of God’s providence. Your ultimate role is to harness the gifts and spirit of your members and direct them to growth in holiness and increased love for one another, and in ways of service to others. To do this you will need to allow God to direct you.

Truth #2: God is in charge of everything. You are called to discern where God is leading and to follow through — and help your members do the same.
Myth #3: You are all alone in figuring things out.

This myth could not be further from the truth. The Society is truly a global network of charity. Fellow Vincentians in 155 countries are serving those in need, as you are, and desire to do so with love and in an effective manner. As you attend regional and national gatherings, or reach out to other Vincentian leaders, you will find that many people are more than willing to share their knowledge. You will only feel all alone if you do not participate in such interactions and relationships.

Truth #3: Most Vincentian leaders love to talk about their experiences and help each other.

We will share useful information relevant to your new responsibilities in these Frederic’s e-Gazette articles in the coming weeks. Reach out to other Vincentians — even if they are not from your area — for advice and support. Thank you for being willing to serve through leadership, and may you be blessed through your witness of following God’s lead in your Conference’s/Council’s service while encouraging others to do the same.

We remind you of the valuable resources on the National website and urge you to review the Governance Page, where the Governance Training DVD and the other material the National Governance Committee has prepared can be found. Then make plans to use these tools. Your Conference and Council will be better off if you do so.

  • Jill Pioter

The Meaning Of Good Governance
The Meaning Of Good Governance 1200 628 Jill Pioter

The information below was provided by the SVdP National Governance Committee.

Good governance. What does it mean anyway?

Governance means:

  • Responsible use of assets and funds.
  • Ensuring the group/organization is fulfilling its mission.
  • Openly communicating with others and listening to others at all levels of the organization.
  • Accurate recordkeeping for the benefit of the organization and those we serve.
  • Maintaining good legal standing through compliance with IRS section 501(c)(3) requirements.
  • Serving as a good role model: In the Vincentian world this also includes embracing servant leadership.

Governance does NOT mean:

  • The leader cannot share responsibilities.
  • Numbers are more important than people.
  • Opinions of others do not matter.
  • Turning the organization/group into something distant from its mission.

Basically, good governance means good leadership. It means taking good care of the Society; it means taking good care of those we serve. It means taking care of each other, encouraging the spiritual growth of all members and friendship among members, and person-to-person service. It means serving with integrity, accountability and in a trustworthy manner. Taking advantage of ongoing learning opportunities and identifying helpful collaborations can help Vincentian leaders govern and lead with great effectiveness and joy.

St. Vincent de Paul once said, “There is great charity — but it is badly organized.” Let us be inspired by St. Vincent’s good governance and leadership and allow the generosity of others to be put to good use.

  • Jill Pioter

Governance — Retaining Your Members: Part Two
Governance — Retaining Your Members: Part Two 1200 628 Jill Pioter

This week we offer more insightful and actionable information from the “Retaining Your Members” section of Vincentian Life: Conference.

  • Provide recognition. In the business workplace, when someone asks the question, “what do you want from your boss in your job,” the two top answers are always security and recognition.
    • Recognize long-time members (at 5, 10, 15, 20, 25 year, and other anniver­saries), those who continue to be active past the age of 80, and all retiring members.
    • Recognize your pastor, priests, deacons, and nuns who provide help and support for your programs and/or your Conference. We sometimes forget who pays the electric bill for our pantry.
    • Conduct a “graduation ceremony” when a member completes the Ozanam Orientation. Recognize them in front of the entire Conference at your next meeting.
    • Use a star or other special character on your Conference membership list to indicate members who have completed the Ozanam Orientation.
    • Prepare and publish a list of Conference officers over past years. List all Vincentians who made the Quarter Century Club.
    • Put up a plaque in your pantry with the names of Vincentians who passed to their eternal reward while serving the poor. Add a new name plate each time a member dies, conducting a short prayer service.
  • Recognize the need for recovery and recuperation. Occasionally a member may become dissatisfied or bored with their present assignment. Others may get tired (especially your oldest members), and a few may experience burnout. Remember that a person’s family and job come first according to the Society’s own Rule.
    • Recognize these folks and thank them for the work they have accomplished, and show them how their involvement has helped the people the Conference served and our Society. Ask them for input on the manner in which you conduct your meetings and make assignments. They may have a different perspective, and help you to improve Conference operations. After positively dealing with the situation they find themselves in, discuss other positions which may be more attractive to them.
    • Everyone in your Conference will get tired of the “same old thing,” so keep trying new projects and changing (improving) old programs. The attitude, “but we’ve always done it that way” will only insure that your Conference remains a handful of old men and women, as you drive away new and younger people and burn out older ones.
    • A perception that an organization is dying is the number one reason why people leave or fail to join an organization. The vibrant Conference will keep existing members and attract new members.
  • Work on (and pray over) personality conflicts. Personality conflicts are inevitable in any group of humans. Yet, if these are not managed, they will cause you to lose at least one of the two protagonists. The President and Spiritual Advisor should try to help resolve any issues between the warring partners. It may be necessary to separate these people until, over time, they get to better know (and respect) each other in new ways. Change Home Visit teams, schedule the Hatfields in at times when the McCoys aren’t there. Time heals all wounds; give it a chance. And pray that the Peace of Christ descends on both of them.
  • Equip your people to do their job. 
    • Information. Your Conference does more than pass out food and money; you provide information which is often essential for guests to get back on their feet. Your members must have that information to do their job.
    • Publish a year’s calendar so Active Members, Associate Members, and regular donors, as well as your clergy, Parish Council, and other church ministries, know what the Conference is planning and when. This helps prevent conflicts, helps people reserve dates when you need their participation, and helps communicate the breadth of your Conference work.
    • Adopt and communicate Conference policies and guidelines. Home Visit teams especially must know what latitude they have when working with a family in trouble. Nothing is more frustrating than having the responsibility for a case without the authority required to act. Home Visit teams should know one of three conditions exist when they visit:
      1. That they cannot help a family financially with rent due to lack of funds, and must help in other ways — referrals, information, counseling, extra food, etc.;
      2. That they cannot help a family with rent without the approval of the Conference which meets sometime down the road;
      3. That they can help a family with rent up to “X” dollars without further approval — beyond that amount, Conference approval is requireNecessary referral forms and vouchers (for clothing, gasoline, groceries, furniture) should be available and members instructed on how to properly complete them. The Conference pays its bills faithfully and promptly so vouchers given to guests are honored by thrift stores and other vendors.
    • Necessary referral forms and vouchers (for clothing, gasoline, groceries, furniture) should be available and members instructed on how to properly complete them. The Conference pays its bills faithfully and promptly so vouchers given to guests are honored by thrift stores and other vendors.
  • Recognize the value of fellowship and friendship. Don’t forget to schedule social events. The Society’s second objective requires a friendship relationship among members. People are social beings, and personal relationships help cement one’s commitment to the common work. Sometimes this can be combined with retraining (below).
  • Retraining. Retraining should occur periodically. We all need to be reminded of basic job duties, of things that have become more important in recent years, and of how to handle new forms, procedures and program changes. Older members not kept up to date can feel “lost” and out of touch. Get all your folks together for refresher training at least every six months. A good way of handling this is to schedule a social activity and combine the two. A summer barbecue can involve socializing and eating, followed by a 90-minute refresher course, or vice versa.
  • Never forget spirituality. People joined the Society of St. Vincent de Paul — not the American Cancer Society, or the United Way, or the Red Cross. What separates the Society from these very worthwhile organizations is the fact that we are a faith-based organization; we bring spiritual values to the people we serve.
    Burnout is common after a relatively short time in most other volunteer agencies because the members don’t have a belief system to sustain them. We can always fall back on our faith. That is the reason we have members well into their 80’s and even 90’s who have been serving in the dining rooms, stores and other special works for more than 50 years.
    Whether old or new, your members have a “thirst” for spirituality. They need to be reminded of the spiritual aspects of their work. If you only talk about the “numbers” — boxes delivered, money raised, families visited, hours worked — you will find members losing focus.
    Even in the very best Conferences, teams experience discouraging cases. They “get taken” by fraudulent couples. And, after a series of thankless guests, greedy applicants, lazy individuals and indifferent bureaucrats, those without a spiritual foundation will be “lost” to despair and discouragement.
    Our spirituality is our anchor. Keep it present at all times. First things first. Never become a Conference of just “numbers.”

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