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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.

  • 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

05-09-2024 Questions & Answers
05-09-2024 Questions & Answers 1200 628 Kristen Blacksher

Q: One of our Conferences organizes a group of volunteers, some Vincentians and some not, to cook an evening meal once a month. Another Conference undertakes a “Christmas Giving Program” at its church, whereby parishioners take a tag to donate a gift. The gifts are returned and the Conference delivers the gifts to a community agency, who will distribute them to the needy. There is no Vincentian visit with the ultimate recipients. How are these reported on the Conference annual reports?

A: These can be considered Vincentian activities, but only the hours of the members should be recorded. If funds of the Conference are used to buy food or gifts, then the expenditures can be recorded also.

Q: Under the “Total Hours of Service: Members,” would you please clarify the instructions for including the time members spend attending meetings?

A: All meetings attended by members in their capacity as Vincentians should be counted as service hours, with no distinction of the type of meeting attended.

 

En Español

P: Una de nuestras Conferencias organiza un grupo de voluntarios, algunos Vicentinos y otros no, para preparar una cena una vez al mes. Otra Conferencia lleva a cabo un “Programa de Donaciones de Navidad” en su iglesia, en el que los feligreses se llevan una tarjeta para donar un regalo. Los regalos se recogen y la Conferencia entrega los regalos a una agencia comunitaria que los distribuirá a las personas en necesidad. No hay una visita Vicentina con los destinatarios finales. ¿Cómo se incluyen estos informes en los informes anuales de la Conferencia?

R: Estas pueden considerarse actividades Vicentinas, pero solo se deben registrar las horas trabajadas por los miembros. Si fondos de la Conferencia se utilizan para comprar alimentos o regalos, también se pueden registrar en los gastos.

P: En la sección “Total de horas de servicio: miembros”, ¿podría aclarar las instrucciones en las que se indica que se debe incluir el tiempo que los miembros dedican al asistir a las reuniones?

R: Todas las reuniones a las que asistan los miembros en su calidad de Vicentinos deben contarse como horas de servicio sin distinción del tipo de reunión a la que asistan.

  • 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.

  • Kristen Blacksher

04-11-2024 Questions & Answers
04-11-2024 Questions & Answers 1200 628 Kristen Blacksher

Q: I am bothered by something that happens at our Conference meetings fairly regularly. We have a lot of parishioners who have shown interest in the Society, and it is pretty common to find one or two new faces at most of our meetings. During the meeting, they are allowed to vote on issues just like everyone else. Our President says he wants them to feel welcome and part of the group. Is this a good practice?

A: The answer is “no.” We welcome new people to be part of the Society, but there is a process to follow. In the current version of the Rule/Manual of the Society, there is a promoted procedure for bringing new members into the Society. This procedure includes introduction, training, active participation in works, discernment by the candidate and ultimate approval by the Conference. This process works and should not be short cut in order to bring more people into the Society. The decisions of Conferences are to be made by Active (Full) Members only, usually by consensus.

Q: Our Conference has just approved a set of bylaws. Now that they are approved, what is the next step?

A: The bylaws you approved must (should) correspond to the newly revised bylaws for Conferences approved by the National Council. Be sure that you have a record of the approval and copy of the bylaws in your Conference minutes. Next, send a copy of the bylaws through the organization chart to District and Diocesan Councils for their approval, recording and filing. The District and Diocesan Councils should also record their approvals in their minutes.

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P: Me molesta algo que sucede en nuestras reuniones de la Conferencia con bastante regularidad. Tenemos muchos feligreses que han mostrado interés en la Sociedad, y es bastante común encontrar una o dos caras nuevas en la mayoría de nuestras reuniones. Durante la reunión, se les permite votar sobre temas como todos los demás. Nuestro Presidente dice que quiere que se sientan bienvenidos y parte del grupo. ¿Es esto una buena práctica?

R: La respuesta es “no”. Damos la bienvenida a nuevas personas para que formen parte de la Sociedad, pero hay un proceso a seguir. En la versión actual de la Regla/Manual de la Sociedad, existe un procedimiento que se utiliza para invitar a nuevos miembros a la Sociedad. Este procedimiento incluye la presentación, la formación, la participación en los trabajos, el discernimiento por parte del candidato y la aprobación final por parte de la Conferencia. Este proceso funciona y no debe de haber un atajo para atraer a más personas a la Sociedad. Las decisiones de las Conferencias deben ser hechas únicamente por los Miembros Activos (en Pleno Derecho), generalmente por consenso.

P: Nuestra Conferencia acaba de aprobar un conjunto de Estatutos. Ahora que están aprobados, ¿cuál es el siguiente paso?

R: Los Estatutos que ustedes aprobaron deben corresponder a los Estatutos para Conferencias recientemente revisados y aprobados por el Consejo Nacional. Asegúrese de tener un registro de la aprobación y una copia de los Estatutos en las actas de la Conferencia. A continuación, envíe una copia de los Estatutos a través del organigrama a los Consejos Distritales y Diocesanos para su aprobación, registro y archivo. Los Consejos de Distrito y Diocesanos también deben registrar la aprobación de sus Estatutos en sus actas.

 

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