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  • Pam Hudson

So, You’ve Been Elected President…
So, You’ve Been Elected President… 1198 1198 Pam Hudson

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 more than 150 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 (https://members.ssvpusa.org/governance/) 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.

 

 

  • Pam Hudson

God’s Call To Servant Leadership
God’s Call To Servant Leadership 1198 1198 Pam Hudson

Message From Bishop John Quinn

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 190 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.

  • Pam Hudson

Good Stewardship
Good Stewardship 1198 1198 Pam Hudson

By: The National Governance Committee

What does stewardship look like in your life?  The National Governance Committee suggests you think of this through the prism of a Vincentian lens which should have a spiritual and biblical foundation.

Then ask yourself what stewardship means to you, to members of the Society, and to your respective Councils and Conferences.

Certainly, as good stewards we need to give thanks for all the gifts we’ve received.  This means thanks to God, thanks to our bishops and pastors for allowing us to serve within their dioceses and parishes, thanks to our volunteers and employees, and thanks to every person who has helped us by donating goods and money.

Good stewardship involves, among other things, accepting and acting on the following principles:

  1. The principle that everything we have is a gift from God who has given us the ability to serve others
  2. The principle of responsibility
  3. The principle of accountability.

Let’s examine these further:

First, stewardship includes recognition that it is God who created everything and through whose grace and blessing we have been given the ability to serve others and to receive the funds needed to do so effectively.  It is God who has given us the graces we need to discern how best to help people.

With this comes the principle of responsibility to use the gifts bestowed on us wisely.  This may mean helping other Conferences and upper Councils as well as those who come directly to us.  We help those who come to us or who we have sought out and found because they are God’s children.  We help other Conferences because we know the people coming to them also need help. We help upper Councils mainly, but not exclusively, through solidarity dues so they can animate and promote our Essential Elements of Spirituality, Friendship and Service.  Responsibility also means not hoarding funds but rather honoring donor intent that those in need be helped in whatever way is prudent and will alleviate material, spiritual and emotional need and anxiety, and that the help be delivered by men and women who are well formed in what it means to be a Vincentian.

The principle of accountability also needs to be considered when discussing stewardship.  When we as Vincentians become stewards of resources and money given to us, we have an absolute responsibility to give an accounting to all of our stakeholders – they were discussed in recent articles.  This includes filing annual reports which have information that is shared with bishops across the country and helps the National Council fulfill its obligation to account to the greater church.

In short, we all have an obligation to be faithful stewards of all God has bestowed upon us and to see that in the end we are serving the common good and furthering God’s Kingdom.

  • Julie Witzel

Conference Collaborations: Enhancing Our Network Of Charity
Conference Collaborations: Enhancing Our Network Of Charity 1198 1198 Julie Witzel

By Phoenix Diocesan Council President Shirley Smalley

In August of 1833, Leon Le Prevost, a member of the first Conference who later went on to establish the Religious Order of St. Vincent de Paul, wrote: In this moment there is a great movement of charity and of faith…” The same could be said of our time and our place in this world. Although we are often distracted by negative forces, influences and movements, we must never lose sight of the hearts of our non-Vincentian brothers and sisters who like us long to help others. We witness that concern and compassion flow out of the actions of individuals, families, corporations, faith-based groups and civic organizations as they respond to natural disasters and other large-scale tragedies.

From the very early days of the Society, our founders understood the need to work collaboratively with the government and other organizations in order to better assist the poor and suffering. In December of 1833, the first Conference accepted the role of “Commissioners of Charity” for the administrators of the La Bienfaisance neighborhood. While our present-day Councils often enter into collaborative agreements and relationships, our local Conferences tend to function primarily in cooperation with other Conferences and Councils, seldom reaching out to other groups in their local area.

If Conferences are isolated and do not interact and cooperate with other local faith-based groups and charitable organizations, we are overlooking resources including potential volunteers who can assist us in providing assistance to our neighbors in need.  By joining forces we not only increase our ability to help others but we also engage the community and provide others with the opportunity to be actively involved in helping those in need. Additionally, our outreach efforts help spread knowledge about the Society and our mission of charity and love.

On the Conference level, most collaborative relationships do not require a formal contract but more of a mutual understanding based on agreement in protocols and policies. Identifying groups in your area should be the starting point followed by outreach and relationship-building. Such relationships should start by sharing with the group’s leaders or members our history and mission, as well as letting them know how we currently serve those in need in our community.

The process must include a two-way conversation that provides us with an understanding of who they are and how they currently serve the community. Once that relationship is built, we can begin a conversation on how we can work together to benefit the needy, always keeping in mind that we can only function within the Rule of the Society. Just as we honor who they are and their procedures and guidelines, they must honor ours. For example, potential collaborative partners need to understand early on we cannot share funds with them or any project that our members are not involved in through person-to person contact with the poor.

When Frederic Ozanam helped to establish the Society, he envisioned a network of charity that would encompass the world. Vincentians are only part of that network. Our vocation calls us to reach out and serve beside other people of goodwill to help relieve poverty and injustice. By reaching out to them we can enhance the work of our Conferences and provide opportunities for them to join us in service to the least among us.

Such collaboration can make a huge difference. Ask yourself, “How can our Conference build relationships with other groups and churches?” With the help of others, we can do more and experience the love of Christ in those whom we serve and in those whom we serve beside.

  • Kristen Blacksher

Do People Trust You? Advice for Building Trust and Inspiring Confidence
Do People Trust You? Advice for Building Trust and Inspiring Confidence 1198 1198 Kristen Blacksher

By John R. Stoker
President of DialogueWORKS, Inc.

One afternoon as I was passing through the airport on my way home, I ran into a colleague of mine, Stephen M. R. Covey, the author of the book “The Speed of Trust.”  We stopped and exchanged a few pleasantries.  I could tell that he needed to get through security, so I bid him safe travels.

As he was hurrying away, I yelled after him, “I know something faster than the speed of trust.”  He yelled back, “What’s that?”  I responded, “Distrust.”  He laughed as he hurried away and responded, “You’re probably right.”

Think about it for a minute.  Some people will trust you from the beginning of your relationship without having any experience with you.  Others won’t trust you no matter what you do; you really have to work to earn their trust.  Still others begin their relationship with you in a neutral position.  They will wait to see what you say and do before they trust you.

No matter where the trust in any relationship begins, what we know for sure is that it doesn’t take much negative behavior to diminish the trust that people have in you.

Here are a few tips to help you assess your trustworthiness and to increase the confidence people have in you.

  1. Do you walk the talk?

There is probably nothing that erodes trust quicker than saying one thing and then doing another.  The first time this happens, people will take a closer look at your behavior.  But if it happens repeatedly, people will come to distrust you and not believe anything that you say.  You will appear as if you just say what you think people want to hear.  This seeming lack of credibility will cause people to question your intentions and can cause lasting damage to your relationships.

What to do?  Stop and think about what you are about to say, or what purpose your message needs to convey, and then say what you truly mean.  Being deliberate and intentional about your message will increase alignment between your message and your behavior.

  1. Do you keep your commitments?

This is closely associated with the previous question.  Sometimes we make commitments and things change.  When this happens, it is important to acknowledge your commitment and make necessary adjustments.  If you let another commitment take priority over a previous commitment and don’t manage that dynamic, then people will learn to not take you seriously and may not keep their commitments to you.

What to do?  Keep a calendar of your commitments and manage them.  If something changes, then be sure to communicate those changes and make new arrangements as soon as you can.  Don’t blow people off or forget to keep your commitments.  Using some kind of planning or calendaring software will help you to keep your commitments while strengthening the trust that others give you.

  1. Is your behavior consistent?

If you have wild mood swings and are unpredictable, your erratic behavior will lead people to distrust you.  In one of my first corporate positions, I had a manager who had broad swings in behavior and mood.  You never knew if your performance would be celebrated or trashed in front of others.  The first person to arrive in the morning would test the waters and then alert everyone at the coffee machine if we could engage with our manager or should make ourselves scarce that day.  Consequently, few people felt that they could fully trust him.

What to do?  Notice if people approach you and ask for your input or support on their work.  If you are not approached by others, perhaps you could find a respected colleague and ask for feedback about how you come across.  If someone will be honest with you, listen to what they have to say.  Ask for examples and thank them when they finish.  If you find that people are unsure about how to approach you, strategize some ways to manage your behavior and mood so it is more predictable and consistent.

  1. Do you misrepresent the truth?

This happens more frequently than people would like to admit.  People are often afraid to speak up and tell it like it is, fearing the perceived negative consequences that could occur.  This perception will have a negative impact on behavior.  When people don’t keep their commitments or meet expectations of performance, then they feel forced to cover their mistakes to justify their behavior.  This leads others to avoid interacting with those individuals and to distrust the stories they offer as excuses for their behavior.

What to do?  If you find yourself misrepresenting or exaggerating situations, then you are at risk to not be taken seriously and are setting yourself up to be distrusted.  Stretching the truth and making excuses can become a habitual response.  If this is often your first reaction, recognizing your tendency to do it, determining your motivation behind this response and correcting it will go a long way toward building trust.

  1. Do you withhold information from others?

This is usually a power play of sorts where people make themselves the gatekeeper of what others need to know to do their work.  Such behavior leads to frustration on the part of others and also can lead to people not sharing information that you may need.  Withholding information also leads people to figure out how to work around you so they have as little interaction as possible.

Sometimes, for legal reasons, you may not be able to tell others what you know.  When this is the case and others press you for information, you simply need to tell people that you can’t tell them about a certain situation because of legal ramifications to you and your company.

What to do?   Ask people what information they need and, specifically, identify deadlines.  Look to offer support and address others’ needs and concerns to increase the success of those that rely on you in some way.  When people ask you for information that you can’t share, simply manage the situation and tell them that.  They will understand.

  1. Do you gossip about others?

Nothing will erode trust quicker than talking about others behind their back.  Unfortunately, people often talk about others rather than to others.  When you gossip, your behavior tells your listener that if you would talk about someone else, then you would also talk about them.  Although they may listen to you and engage in the gossip, they won’t trust you.  This kind of behavior ruins relationships, destroys company culture and creates emotional drama that everyone would rather avoid.

What to do?  Stop it.  If you have an issue with someone, talk to the person you need to talk to and avoid the rumor mill that puts people on negative alert but never solves the problem.  Otherwise you will just get more of the same – poor results and no trust.

  1. Do you throw others under the bus?

This behavior usually takes place when someone is trying to avoid responsibility or accountability for the results that were created.  Sometimes, when others have not kept their commitments to you, their behavior has a direct negative effect on your results.  When this is the case, ask yourself, “Did I manage the situation in such a way that kept them from being successful?  Did I do my part to help them to be successful and to achieve the desired results?”  Sometimes we become so busy and have so many things to do that we fail to manage a person or a situation in an optimal fashion.

What to do?  Be responsible and take accountability for managing others, facilitating activities that will produce the desired results.  When things don’t go as planned, examine your part in the process and accept ownership.  Doing so will go a long way to creating and strengthening trust.

  1. Do you keep confidences?

Someone once told me that there is no such thing as a secret until the person you told it to is dead.  If someone shares something sensitive and important with you in confidence, unless there is a specific and legal reason not to, you should keep those things confidential.  If you are going to share something important with another person, you should assume that sometime or somewhere what you share will be shared with someone else.

  1. Are you supportive of others?

Nothing increases trust like being sincerely interested in and supportive of others and their efforts.  If you are a leader and you frequently ask people what they need from you and how you can help and support them, they will feel the satisfaction that comes in knowing someone cares about them and their success.  That care and concern will translate into increased trust.

What to do?  Check in frequently and offer support.  This will afford you the opportunity to get to know them, how they are doing and what you can help them with.  Making interpersonal connections such as these will improve their work and their performance.

Our interactions with others serve either to build trust within our relationships or call it into question.  Recognize that what you do and say is the first step in building and strengthening trust.  As you consciously work to increase others’ confidence in you, your interactions will improve and you will achieve greater results.  And, you’ll never have to worry about the speed of distrust.

Connect with John R. Stoker on Facebook, LinkedIn or Twitter. 

  • Kristen Blacksher

05-02-2024 Questions & Answers
05-02-2024 Questions & Answers 1200 628 Kristen Blacksher

Q: What are the guidelines for an internal Conference audit?

A: The Rule and Bylaws emphasize the need for an annual Conference audit. An SVdP audit should cover more than just the Treasurer’s financial portion of Conference operations. It should include a basic review of the overall operations of the Conference. Audit guidelines and forms are on the national website under the Growth and Revitalization officers training page. Click here to learn more.

Q: Our Conference reached out to the Council for financial assistance to help someone in need and the Council advised they could not help because the person in need contacted the Conference for assistance and NOT the Council. What is the purpose for having a Council?

A: A Council primarily exists to support its member Conferences. This consists of many resources which may or may not include financial help. If the Council has available funds, financial assistance to Conferences in need may be considered.

En Español

P: ¿Cuáles son las directrices para una auditoría interna de la Conferencia?

R: La Regla y los Estatutos enfatizan la necesidad de una auditoría anual de la Conferencia. Una auditoría de SVdP debe cubrir más que solo la parte financiera del Tesorero sobre las operaciones de la Conferencia. Debería incluir un análisis básico del funcionamiento general de la Conferencia. Directrices y formularios de auditoría en el sitio de la red nacional en la página de Capacitación de Oficiales, Crecimiento – Revitalización, aquí está el enlace: https://members.ssvpusa.org/growth-revitalization/conference-officer-training/.

 P: Nuestra Conferencia se dirigió al Consejo en busca de asistencia financiera para servir a alguien en necesidad y el Consejo informó que no podían ayudar porque la persona en necesidad se comunicó con la Conferencia para obtener asistencia y NO con el Consejo. ¿Cuál es el propósito de tener un Consejo?

R: El propósito principal de la existencia de un Consejo es apoyar a las Conferencias que lo componen. Esto consiste en muchos recursos que pueden o no incluir ayuda financiera. Si el Consejo dispone de fondos, se podría considerar la posibilidad de prestar asistencia financiera a las Conferencias que lo necesiten.

  • Kristen Blacksher

A Council’s Job One: Serve The Conferences
A Council’s Job One: Serve The Conferences 1198 1198 Kristen Blacksher

(Excerpted From Vincentian Life: Council)

VOICE/VOTE IN THE COUNCIL

Conferences should have a voice in every major decision.  No Voice, no Vote, no Vincentian will be at the meeting or activity.  It is important that every Conference is represented at the District Council and that the Conference President (or his/her designated representative) is there to speak for them.

Most Council bylaws have a clause that will remove a Conference President from Council membership/voice/vote if the President misses a certain number of meetings.  This removal is a tragedy for the Council, the Conference and the people we serve.

UP-TO-DATE

Conferences should be aware of all conditions and circumstances both local and global that will impact them or the Council.  Conferences should be especially aware of any major situation that threatens the well-being of the Council.  Therefore, it is an obligation of the Council to keep the Conferences well-informed and in a timely manner.

The Council should strive to develop a fabric of communication.  One that goes up and down the normal channels but also goes sideways from Conference to Conference and from Vincentian to Vincentian.  A strong fabric of communication will strengthen the Council and avoid the problems of it relying on a few people to make it run.  If those few leave the Council for any reason it can take weeks or months to learn all that needs to be known on how the Council operates.  A fabric of communications creates an informal communications network that helps keep the members informed.

HELP IN COUNCIL EFFORTS

Conferences should be involved on a regular and frequent basis in the operation of the Council.  This can be accomplished by involving them as Council Members, as volunteers, as committee members, on special projects, on fundraising, in special works, in general membership meetings and in every other way that may be appropriate.

FORMATION/TRAINING

The Council should provide formation and training to all members of the Council especially new Vincentians.  The National Formation and Spirituality Committee has developed formation/training programs that are available across the country.  The National website (https://members.ssvpusa.org/)  has many documents, presentations, etc. available that should be used to form and train Vincentians.

By a resolution of the National Council, all new members of the Society have to attend an Ozanam Orientation within their first year as a member.  Also, any member, who is elected to or appointed to be an officer at any level in the Society, must have attended an Ozanam Orientation or must attend one within the first year as an officer. It is highly recommended that all members of the Society attend the Ozanam Orientation at least once.  Attending the Ozanam Orientation every three to four years as a refresher is recommended for all members.

This places a burden on the Council.  The Council must provide the Ozanam Orientation formation program within the Council area as often as is necessary to fulfill the requirements for training prescribed by the National Council.  If the District Council lacks the resources to provide the Ozanam Orientation on an as needed basis, it should seek assistance from the next higher Council to provide this training.

CONFERENCE/COUNCIL VISITATION

Conference visitation by a District Council (District Council visitation by a Diocesan Council) is an extremely important responsibility of the Council.  The Officers and Chief Executive Officer/Executive Director should each attend one Conference (Council in case of Diocesan Council) meeting each month to facilitate communications and solidarity with them.  That means that five meetings a month could be attended if the President, Vice President, Secretary, Treasurer and Chief Executive Officer/Executive Director each participate.  In many District Councils, this would mean that each Conference is visited at least twice a year.  For Diocesan Councils, coverage depends on the frequency of District meetings.  A staff person should come along on some of the visits to explain what that department or special work does and how they can assist the Conference/Council.

YOUTH INVOLVEMENT

A planned program for youth involvement is very important.  Many aids are available for recruitment, involvement and understanding how we can utilize one of our greatest assets.  There are so many aids now available, such as brochures, outlines of how to start a youth conference, Power Point recruitment and many more.   There are Regional Youth chairs you can contact that are eager to offer ideas and assistance.  With no intent to overuse an old cliché, “youth are our future.”

DIVERSITY

The United States is a melting pot of race, creed, language, and culture.  It is important that our Conferences reflect the diversity of our local community within its membership.  Councils should emphasize awareness of community demographics and assist Conferences to build their membership based on who comprises their community.  Councils should also strive to develop diverse leadership both within the Conferences and Councils themselves.

  • Kristen Blacksher

Governance Update: Councils And Their Conferences
Governance Update: Councils And Their Conferences 1198 1198 Kristen Blacksher

Councils And Their Conferences

(Excerpted From Vincentian Life: Council)

This document is about Councils; yet, the starting point of this document is Conferences. Why is that? As you will see below, Councils don’t exist without Conferences and the Council’s primary role is to support the Conferences.

CONFERENCE PARTICIPATION IN THE COUNCIL

This is an important principle to keep in mind: Conferences that do not want to participate with the Council have not been convinced they receive anything of value from the Council and its activities. Councils should never be formed simply for the sake of forming a Council. Councils have a particular purpose and the Conferences must understand what that is.

In the Rule that was in effect prior to 2003, there was a statement that was a clear definition of the purpose of any Council. This statement was in Part II of the Rule, Article 15:

• Councils are responsible for animating and coordinating the work of SVdP units within their respective jurisdictions.

• They serve the Conferences. All Councils are first and foremost at the service of the Conferences with a view to furthering charitable activities. Because every Council gathers information about human needs and services from a variety of sources – the community at large, as well as the Conferences – it keeps Conferences in touch with changing social problems and new programs for helping people.

• … each year, each Council obtains and compiles a consolidated annual report of all the Conferences and Councils attached to it. The Council’s report is then forwarded with any comments to the next higher Council for the preparation of the annual report of the (National) Council of the United States.

• Councils encourage initiatives and strive to bring about the establishment of Conferences, Councils and new works, and the revival of dormant or defunct Conferences.

• A Council reviews and evaluates applications for aggregation and institution that are submitted by its affiliated SVdP groups. If approved at District and Diocesan Council levels, the application is forwarded to the National Council for transmittal to the Council General (International).

• Councils organize, to the fullest possible extent, training and formation sessions for members and potential members on spiritual themes, the Vincentian vocation, and problems of social action and justice.

• To coordinate Vincentian work, Councils keep in regular contact with their Conferences and Councils and inform them of the activities of the Society.

• The Council represents its constituent units in contacts with religious and public authorities.
• Each Council determines the expected contribution (solidarity) from attached Conferences and Councils in order to meet its necessary expenses and assist needy Conference and Council groupings attached to it.

• Special works of the Society conducted by the Councils must rely on the Conferences for support, personnel and funds.

In the current Rule, these responsibilities have not changed. They are also spelled out but not in so compact a form.

The fact of the matter is that all Conferences should be aware of what the Council is doing for them. Conferences should be receiving benefits from the Council that clearly provide value to them. It is the responsibility of the Council to ensure that Conferences understand this clearly. Ultimately, it is the Conference members themselves who make up the Councils and who make the decisions in support of the Conferences.

STRONG CONFERENCES

Strong Conferences make a strong Council! It is the Council’s responsibility to assist and guide Conferences in fulfilling the mission of the Society. The best way to do this is to ensure that Conference leadership and members understand what the Society is all about, what the role of the Conference is and what is expected of members.

When Conferences get into trouble (begin to decline or get into some other difficulty), it is far better to be proactive rather than reactive. It is recommended that each Council form a Conference Resources and Concerns Committee to:

1. Promote understanding and compliance with the Rule, Bylaws and Manual;

2. Develop resources that will help Conferences to understand and fulfill their roles in the Society;

3. Provide training materials for Conference leadership;

4. Monitor Conference activity and act to assist Conferences who are in trouble;

5. Promote and assist in establishing new Conferences;

6. Assist in revitalizing existing Conferences, where needed; and

7. Mediate Conference concerns where needed.

A well-formed Conference Resources and Concerns Committee can monitor Conference activities and offer many aids to make a Conference more effective.

MONITOR SPECIAL CONDITIONS

The following special conditions should be monitored regularly and addressed as necessary:

1. Conference President’s term of office is limited to two consecutive three-year terms. After the two terms, the President must be out of office for at least three years before being elected once again. Technically, as soon as the six years expires, the President is no longer in office and the Conference operates under the leadership of the first Vice President until the election of a new President. In the case of violation of this rule, the Council must ensure that an election is held to replace the outgoing President as soon as possible.

2. Each Conference is to have at least four officers: President, Vice President, Secretary and Treasurer. Each office must be held by a separate person. No one person may hold multiple officer positions. In addition, Statute 12 of Part III of the Rule indicates that a President must not appoint his/her spouse or other closely related individual to an officer position.

3. Service area comes into conflict often within the Society. The District Council should ensure that Conferences provide service only to those people living within the boundaries established for the Conference. These boundaries should be established as a formal agreement between the Conferences in the Council. In some cases, the boundaries will simply be the parish boundaries. In other cases the boundaries may be more extensive, as long as they are agreed upon by the Council. This way, people seeking service cannot simply go from Conference to Conference seeking help. The Conference covering the area where that person or family lives is the one that makes the decision as to help or not help.

A second excerpt from the “Conferences” section of Vincentian Life: Council will appear next week.

  • Kristen Blacksher

Good governance: What does it mean anyway?
Good governance: What does it mean anyway? 909 565 Kristen Blacksher

By Joe Riley 

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:
• Leaders cannot share responsibilities. Leadership is inherently a collaborative effort.
• Micromanaging.
• 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

What Is Meant by “Hoarding” in a St. Vincent de Paul Context?
What Is Meant by “Hoarding” in a St. Vincent de Paul Context? 1200 628 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.

Conference Considerations

A. Types of Funding Held by Conferences

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

  1. General Donations: These funds are received from the parishes, members, benefactors, other SVdP entities, bequests made to a Conference that do not designate a specific purpose, other organizations, and fundraising efforts. There is no specific intent associated with these funds other than the assumption that the funds will be used for the purposes of the Society to better serve those in need. These funds should generally be held in the Conference checking account or other liquid financial accounts.
    These funds are susceptible to hoarding.
  2. Donor-Designated Funds: These funds are received from a donor (individual or organization) that identifies a specific purpose for the use of those funds. For example, an individual gives a check to a Conference and on the line preceded by the word “for” the donor has specified “utility payments.” Another example is a check from a donor that is accompanied by a note or letter that designates the donation for a particular purpose. If a Conference accepts the check, it accepts the responsibility to track those funds and only use those funds for utility payments. A Conference has a legal obligation to ensure the funds are not used for any other purpose.
    These funds must be used for the purpose given.  When not used for the purpose intended, these funds may also be considered as hoarding.
  3. Funds from Grants: These funds, for the most part, are similar to Donor-designated Funds. They are usually given for a specific purpose and that purpose must be honored.
    These funds must be used for the purpose given.  When not used for the purpose intended, these funds may also be considered as hoarding.
    However, sometimes, but rarely, grant funds are issued for general use by a Conference.  In this case the funds are treated the same as general donations.
    These funds are susceptible to hoarding.
  4. Capital Campaigns/Endowments/Disaster Relief: Capital campaigns are normally established to purchase land, buildings, special equipment, or fund special programs. Endowments may be established to provide special programs or services with ongoing income. Disaster relief funds are normally established to provide relief to people suffering from a recent disaster in the area. The key thing about these funds is that donors contribute to them for their specific purpose. These funds are collected for a specific purpose and can only be used for that purpose. These are treated the same as Donor-designated Funds.
    These funds must be used for the purpose given. When not used for the purpose intended, these funds may also be considered as hoarding.
  5. Interest Earned: Sometimes Conferences place their funds in financial instruments that gain interest.
    1. If the donor requires it, the interest earned on his/her donation must be used for the purpose of the fund for which it was originally designated.
    2. Otherwise, if the allocation of interest creates an unnecessary burden there is no legal requirement for the interest to be restricted for any purpose and may be used as the Conference determines. It may create an unnecessary burden to try to allocate the interest to specific funds.

                 All interest that is for general use is susceptible to hoarding. All interest designated and used for a specific purpose is not susceptible to hoarding.

  1.  Conference-Designated Funds: There are times when the Conference takes a certain amount out of the general fund and sets it aside for a particular purpose. Those funds will remain in the designated area until the Conference decides to use them for another purpose. These Conference-designated funds may be changed from one purpose to another as often as the Conference decides. An example of this is a Conference budget which designates a specific amount of funds to be spent on maintenance of equipment. The budget designations may be realigned at any time by the Conference. These funds, if originated in the general fund, are susceptible to hoarding.
  2. Conference Reserve Accounts: A consideration for Conference reserve accounts must be included with the above. There is only one mention in the Manual related to reserves for Conferences and it does not use the word “reserves.” Donations to Conferences — whether they come from church collections, from the members themselves, from benefactors or from fundraising efforts — are meant to address today’s needs. It is wrong for a Conference to seek financial security by building up a large balance for the needs of the future. Conference balances should not exceed what they expect to spend during an average quarter. Surplus funds should be shared generously with more needy Conferences or the Special Works of the District Council.
    It addresses the fact that donations are “meant to address today’s needs” and that “surplus funds should be shared generously.”  This applies to most Conferences.  So, unless a Conference has some fixed expenses, there is no need for a reserve account.  The “balance for the future” and/or the reserve account, if originated in the general fund, are susceptible to hoarding.
  3. Special Works Reserve Accounts: Stores and other Special Works that may be operated by a Conference may legitimately have fixed expenses. Although the Manual attributes Stores and Special Works to Councils, the recommendation is to maintain a balance for the future of up to six months of expenses. This balance for the future or Special Works reserve account should be maintained at such a reasonable and necessary level as the Conference or the Board of Directors determines is needed to assure the financial stability of the Special Work.  Surplus funds should be shared generously with more needy Conferences or Special Works of the Councils. The “balance for the future” and/or the Special Works reserve account may be susceptible to hoarding.

So, it boils down to two types of funds that are held by the Conference: those that are susceptible to hoarding and those that are not. Those funds that are designated for a particular purpose by the donor must be honored (by law) for that purpose. Our concern in this document is to define hoarding, so let us recap which funds of a Conference are susceptible to hoarding:

  1. All funds held for general use, typically these are in the checking account, but they may be in other financial instruments;
  2. Grant funds that are designated for general use;
  3. Interest earned on funds designated for general use; and
  4. Conference-designated Funds.
B. Reflections on Hoarding Related to Conferences

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

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

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

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

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

C. Steps to Be Taken Where a Conference Has Accumulated Excess Funds

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

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

 Council Considerations

 A. Types of Funding Held by Councils

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

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

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

  1. General Donations: These funds are received from the Conferences, the public, other SVdP entities, general fundraising efforts of the Council, benefactors, general bequests, memorials, and organizations. There is no specific intent associated with these funds other than the assumption that the funds will be used for the purposes of the Society to support the work of the Conferences and better serve those in need. These funds are held in checking accounts, savings accounts, money market accounts, CDs, and other financial instruments that are essentially considered to be liquid (easily accessible). A few comments must be made related to the fundraising efforts by Councils. Special care must be given to the way fundraising appeals are made. Sometimes, a Council will create an appeal that looks to the donor as if the donation will be used for direct assistance to those in need when the actual intent of the Council was for the funds collected to be used for other purposes. If the implication from the appeal is different from the actual intent of the Council, then the appeal must be clarified.
    These funds can be susceptible to hoarding.           
  2. Donor-Designated Funds: These funds are received from a donor (individual or organization) that identifies a specific purpose for the use of those funds. For example, an individual gives a check to a Council and on the line preceded by the word “for” the donor has specified “utility payments.” Another example is a check from a donor that is accompanied by a note or letter that designates the donation for a particular purpose. If the Council accepts the check, it accepts the responsibility to track those funds and only use those funds for utility payments.  The funds cannot be used for any other purpose.  In this case, if the Council has a Special Work that provides utility payments for those in need, then the Council must use the funds in that Special Work.  If it does not, the funds can also be distributed to the Conferences to help make utility payments.  Another example would be a Council receiving a check from ABC Organization for $10,000 to be used for rental assistance. If the check is accepted, the Council must hold those funds in reserve and only use those funds for rental assistance. The Council would do so in a similar way to that described for utility payments. The Council can also distribute the funds to the Conferences and the Conferences have a legal obligation to ensure the funds are not used for any other purpose.
    These funds must be used for the purpose given.  When not used for the purpose intended, these funds may also be considered as hoarding.
  3. Funds from Grants: These funds, for the most part, are similar to Donor-designated Funds. They are usually given for a specific purpose and that purpose must be honored.
    These funds must be used for the purpose given and are not susceptible to hoarding.
    However, sometimes, but rarely, grant funds are issued for general use by the Council.  In this case the funds are treated the same as general donations.
    These funds must be used for the purpose given.  When not used for the purpose intended, these funds may also be considered as hoarding.
  4. Capital Campaigns/Endowments/Disaster Relief: Capital campaigns are normally established to purchase land, buildings, special equipment, or fund special programs. Endowments may be established to provide special programs or services with ongoing income. Disaster relief funds are normally established to provide relief to people suffering from a recent disaster in the area. The key thing about these funds is that donors contribute to them for their specific purpose.  These funds are collected for a specific purpose and can only be used for that purpose. These are treated the same as Donor-designated Funds.
    These funds must be used for the purpose given. When not used for the purpose intended, these funds may also be considered as hoarding.
  5. Interest Earned/Investment Income: If funds are placed in financial instruments that gain interest or in an investment account that generates income, there are two options available:
    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 principles that should govern the use and accumulation of funds by Councils:

  • If the Council operates a Special Work, then it should consider having a reserve to operate that Special Work based on the expenses normally incurred over a period of time designated by the Council Board.
  • If the Council has employees or fixed expenses such as rent and utilities, then it should consider having a reserve to cover the expenses normally incurred over a period of time designated by the Council Board.
  • The Council should, as part of its annual budgeting process, set aside funds to share with those Conferences that have inadequate funds to meet the needs which they face to help people in need.

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

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

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

It is wrong for a Council to decide to NOT use funds for the purpose for which they were donated. There are certain circumstances that may occur that would prevent a Council from using funds accumulated for a specific purpose. An example of this is the case of a Council collecting funds for a particular disaster in its area. If, after a period of time, funds are no longer needed to address the effects of the disaster, but the Council still has funds on hand, there are three ways to resolve the unused designated funds:

  1. The remaining funds may be returned to donors;
  2. The donors may be contacted to redesignate the use of those funds; or
  3. If it is not practical to contact donors, State laws vary and local legal counsel should be sought before taking action; but generally, UPMIFA (Uniform Prudent Management of Institutional Funds Act) requires the nonprofit to provide written notice to the Attorney General of the State and wait 60-90 days, and then only if the restriction is deemed:
    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.

 Appendix: Hoarding in SVdP Documents

In the Rule, Part I, Article 3.14:

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

In the Rule, Part III, Statute 24:

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

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

In Manual, under Council funds:

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

In Manual, under Funds of the Conference:

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

In Bylaws, Document 1 for Conferences Without a Board of Directors, Article 16:

Conferences and Councils zealously manage and maintain the Society’s assets. The authority to manage the Society’s assets remains exclusively with Councils that may delegate this authority in accordance with the Rule of the Society.  Faithful to the spirit of non-accumulation of wealth the Upper Councils may determine annually the percentage of the funds of each Conference within their area that may be made available to them. The Upper Councils will work with the Conference to determine an appropriate reserve for unanticipated events and direct the allocation of funds which exceed the anticipated demands, which may not be hoarded as a capital sum, to the service of the poor in their own area or abroad in the poorest areas of the world.

In the Conference Audit Manual, under Bank Account:

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

In Resolution 114:

Be it resolved that legal issues which involve one Council or one Conference have the potential for affecting the whole Society and therefore if not addressed will lead to the suspension and removal from the Society of the offending Vincentian, Conference or Council if not corrected in a timely fashion.  Such legal issues include but are not limited to the following:

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

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