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Governance: Annual Review — Part One
Governance: Annual Review — Part One 1200 628 Jill Pioter

Today’s article is excerpted from Vincentian Life: Conference.

There are a number of things that must occur at the beginning of the fiscal year.  The standard fiscal year for SVdP is October 1 through September 30.  The things identified here should occur within the first two months of each year.  This is a time of reviewing, evaluating and reporting.

Solidarity Contribution

The solidarity contribution is mentioned first, not because of importance but because it is generally due on the first day of October.  According to the Rule and Bylaws of the Society, the National Council can assess a solidarity contribution to be made by Councils and Conferences for the support of the National Council, its facilities, staff and works.  This solidarity formula will not be described here since it can be changed at any time by resolution of the National Council.  All Councils and Conferences are expected to make their appropriate contribution to the National Council.

Also, District and Diocesan Councils are permitted to assess a solidarity contribution that each expects from its subsidiaries.  There are District and Diocesan Councils throughout the country that do not operate stores or special works and have no specific source of income.  These Councils are dependent upon the support of the Conferences in order to fulfill their responsibilities.  Although this solidarity contribution is due on November 1, this date can vary from Council to Council.  The actual assessment formula from Council to Council can vary as well.

Annual Report

The Conference Annual Report is due by November 30 each year.  That gives each Conference two months after the close of the fiscal year to complete the annual reporting task and submit the report to the District Council.  Where no District Council exists, the Isolated Conference is to submit its report directly to the National Council office.

The Conference Annual Report form may vary from one year to another depending on the data-gathering requirements of the National Council.  The form is available online January 31 each year (click here: https://members.ssvpusa.org/annual-report-forms-2/) and contains complete instruction on how the data should be entered.

Data for the Conference Annual Report may be entered on a paper form and mailed to the appropriate Council or it may be entered online through the National Council Database in October after the start of the new fiscal year https://www.svdpmembers.com/annual-reports/annual-reporting-cycles. Complete instructions are also presented for online entry.  Whether on paper or online the due date is the same.

Annual Review With Pastor/Parish

After the Conference Annual Report is prepared by the Conference President, Secretary and Treasurer it is to be shared with the members of the Conference.  The President, Secretary and Treasurer should be prepared to answer any questions that the members have regarding the report.

After the Conference Annual Report has been reviewed and approved by your District Council President a summary of the annual report should then be prepared and submitted to the pastor for his review.  The review and approval by the District Council President is necessary to ensure the numbers are correct before sharing them with the pastor or parish.  Emphasis here is on the word “summary.”  The summary should also be presented to the Parish Council as well as to the parishioners through the parish bulletin.

Although this should be scheduled more often, it is expected that the Conference President will meet with the pastor and review all the work that the Conference has accomplished throughout the year.  This should not only cover what has been done but what the Conference has planned for the upcoming year.

Part Two of this article will appear next week.

 

  • Jill Pioter

Governance: What is Meant by “Hoarding” in a St. Vincent de Paul Context — Part Two
Governance: What is Meant by “Hoarding” in a St. Vincent de Paul Context — Part Two 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 will treat each separately.

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

Council Considerations

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.

REFLECTIONS ON HOARDING RELATED TO COUNCILS

Regardless of the source of its income, a Council needs to start by asking if and why it is amassing funds. The following are guidelines and principals that should govern the use and accumulation of funds by Councils:

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

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

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

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

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

  1. The remaining funds may be returned to donors;
  2. The donors may be contacted to re-designate 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.

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 organizations, except occasionally for other branches of the Vincentian Family, save under exceptional circumstances.

In the Rule, Part III, Statute 24:

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

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

In Manual, under Council funds:

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

In Manual, under Funds of the Conference:

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

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

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

In the Conference Audit Manual, under Bank Account:

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

In Resolution 114:

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

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

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

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

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

B. REFLECTIONS ON HOARDING RELATED TO CONFERENCES

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

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

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

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

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

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

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

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

Appendix: Hoarding in SVdP Documents

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

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

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

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

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

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

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

In Resolution 114: Be it resolved that legal issues which involve one Council or one Conference have the potential for affecting the whole Society and therefore if not addressed will lead to the suspension and removal from the Society of the offending Vincentian, Conference or Council if not corrected in a timely fashion.  Such legal issues include but are not limited to the following:

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

Governance — Recruiting New Members
Governance — Recruiting New Members 1200 628 Jill Pioter

*The information in this article was provided by the Governance Committee and Vincentian Life: Conference

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

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

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

PERSONAL INVITATION

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

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

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

INVITATION TO SERVE

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

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

MINISTRY FAIRS

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

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

DIVERSITY

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

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

BE WELCOMING

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

“Welcoming” includes the following:

  1. Allowing new members an opportunity to attend meetings on a regular basis. Sometimes our existing members are unwilling to accommodate changes to attract new members. For example, often times Conferences will hold their meetings during the day because the majority of the existing members are retired and daytime meetings are attractive and convenient. However, this does not allow people who work during the daytime hours the flexibility to attend the meetings. The existing members could adjust their meeting schedule to accommodate the new recruits as a sign of acceptance.
  2. The same holds true with doing Home Visits. Sometimes our members again set all Home Visit schedules for daytime hours with no regard for its new member’s availability.
  3. Our existing members need to partner with the new recruits to make them feel welcome in addition to training them. Sometimes our members are so accustomed to a familiar partner they sidestep the opportunity to partner with new members.
  4. This is also true with activities other than Home Visits. For example, certain members are used to doing a particular job, such as organizing and maintaining the food pantry. They feel ownership of that work and will not allow anyone else to help.

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

SUMMARY

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

  • Jill Pioter

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

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

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

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

We have noted several times in this Manual that progress takes time and patience. Gaining new members, increasing contributions, attaining spiritual maturity, and developing a network of relationships happen only slowly, over time. Once you have made that commitment in effort and prayer, would it not be a shame to lose what you worked so hard to build?

You retain people by helping them do things that warm their hearts and enrich their souls. Then they will make the personal commitment to continue.

An important point to remember is that a happy, dedicated member is one who knows what is expected and also knows how and why what he/she does is important to the Society and those in need. The heart of retention is the long-range feeling that the Society and its works are individually fulfilling.

NEW MEMBERS

Gaining a new member is like finding a diamond in the slag at the Kimberly mines. You have no idea of its real value until you chip away the exterior to reveal its inner composition (get to know her/him), and spend time polishing its surface (provide training, motivation and direction). A hesitant retired accountant could become your most dynamic home visit team member, engaging even the most cynical of guests in fervent prayer. A quiet young parishioner may have the potential to be your successor as Conference president.

How do you retain these diamonds in the rough?

  1. Assign them a mentor. Assign them someone who will work with them for a while — at least four to six months. Preferably an experienced Vincentian of the same sex. To be considered for the role of mentor, a member should be well experienced in the Society (it would be wrong here to define a number of years of experience), have participated in sufficient number of home visits to have experienced a wide variety of circumstances, and has attended the Ozanam Orientation.
  2. Assign them something to do right away, even if it appears trivial, like organizing the shelves in your pantry. Explain how it is important to your overall work (you must meet the health code or risk the loss of your pantry) and that you will be moving them to other, more important work soon.
  3. Assign them a meaningful responsibility quickly. Don’t break your promise from the above item. Give them something important to do, preferably Home Visits with an experienced Vincentian.
  4. Provide them with training (local) as soon as possible for specialized positions (answering the phone, packing food boxes, picking up bread). Team them up with an experienced Vincentian for home visits or food delivery. People learn best from observing others.
  5. Get them into Ozanam Orientation training within three months. Never send them alone; send them with someone they know. Anxiety and confusion runs high among new members; having a friend with you helps clear away those bottlenecks to participation and development.
  6. Help them feel they are members of a big family Invite, but don’t force, them to interesting District Council and/or Diocesan Council. Offer to pick them up and drive them to the first couple functions; encourage the creation of car pools to take groups of members to functions. Mix new members with old-timers whenever possible. It gives confidence to the newcomers and new vitality to older Vincentians.
  7. Don’t exclude non-Catholics. We are an organization which is “Catholic in character.” Anyone who shares the objectives of the Society is eligible to join. A real measure of your effectiveness is when non-Catholics join, perceiving that SVdP is not only an effective organization serving the poor, but a means of living out the tenets of their Christian (or monotheistic) faith. Recent Popes have all stressed our obligation to practice ecumenism; let’s not drop the ball in the field.

Next, consider the suggestions, below, for existing members.

EXISTING MEMBERS

Yes, new members are essential for growth, vitality and the future. But existing members are your backbone, source of experience, the people who will guide and mentor the newcomers. They need your attention too.

  • Keep your members busy. More members drop out because they don’t think they’re needed than because they’re overworked. Keep them busy. Get them involved in the whole picture. Let them know what’s going on, locally, at the District Council/Diocesan Council level, even nationally. Get someone to handle the “telephone tree” and make sure everyone gets a call when help is needed. Even if someone says “sorry” again and again, don’t give up on getting them involved – keep calling.
  • Form committees and ask everyone to serve on at least one and, hopefully, two. Good ones are:
    • Information and Referral — Keep the material in your Information and Referral Manual (Sources of Assistance) complete and up-to-date.
    • Food Procurement — Track what food is available at food bank and at alternate food sources; how and when your monthly allotment and other food supplies will be picked up, unloaded, and shelved.
    • Food Processing — Arrange for vouchers for milk, bread, fresh fruits, and produce; repackage laundry detergent, and odd items the Conference receives in bulk.
    • Furniture Registry — Establish and maintain a list of donated, used furniture available from parishioners for guests when needed. Try to arrange for temporary storage. Match up with requests from guests.
    • Food Pantry — Keep the pantry clean and the shelves stocked. Some Conferences pre-pack food boxes by size of family.
    • Social events — Arrange pot luck dinners, outings, parties, etc., for all members spaced throughout the year.
    • Spirituality — Make a calendar for the year with plans for the religious days related to our Society. Coordinate activities with neighboring Conferences.
    • Communications— make sure the parish bulletin has an item about SVdP every week, or the bulletin board has a display, or the newsletter is properly prepared for bulk-rate mailing.
    • Correspondence — handle the correspondence of the Conference, communicating with other parish groups, sending get well and condolence cards, thank you notes to contributors, etc.
    • Projects or Events committees — Back to School, Postal Food Drive, Roses for Life, Boy Scout Food Drive, Christmas Gift and Food Basket, etc.
  • Encourage continuing education. A person never stops learning. The Diocesan Council can provide you with many ideas and resources for spiritual growth and Vincentian development for your members. Included are:
    • The Ozanam Orientation provides basic orientation and essential background and is obligatory for new members and those serving as officers. This one day workshop includes SVdP history, spirituality, philosophy, organization, activities, Home Visits, etc. Even experienced members have found this program very beneficial.
    • Serving in Hope has seven modules with multiple lessons in each. Modules include: Our Vincentian Vocation, Our Vincentian Spirituality, Our Vincentian Heritage, Our Vincentian Mission, Our Vincentian Rule, Our Vincentian Conference and the Home Visit. Each lesson contains study, reflection, and small group discussion. The formation guides and videos can be ordered from the National Council office.
    • Voice of the Poor. This educational guide on advocacy is available through the National Council office.
    • Diversity. “A Vincentian Guide to Diversity/Multicultural Issues” is available through the National Council office.
    • Attend Home Visit Training, Spiritual Advisor Training
    • Attend Retreats, Region Meetings

Be cautious about discouraging members from moving away from being actively involved. People’s lives change, sometimes often and at inconvenient times. Women get pregnant and have babies and their lives take difficult turns. Adults find a parent has Alzheimer’s or a child has ALS. Members who are actively involved who must ‘withdraw’ or ‘take time off’ should never be made to feel ‘guilty’ about the change.

Vincentians who leave active service on a positive note are more likely to return when their lives change again and/or to continue to help out in other ways (financially, volunteering for special projects, etc.).

Build the role of Associate Membership. Continued participation of the Vincentian, in any role, is the key to eventually getting the person back into an active role.

  • Involve your regular donors. Regular donors are equal partners in the Society. We are a union of willing hands (Active Members), caring hearts and helping hands (Associate Members) and generous almsgivers (regular donors). Each is separate but equal.

Many people are afraid to participate, afraid to meet the poor. They choose to discharge their responsibility to help the poor by writing you a check. While you may need their check to help the poor, your objective should be to tactfully get them involved in person-to-person contact with those in need. Let them find out it’s not stressful when working with another, experienced parishioner. Help them find how it gives them a warm and fuzzy feeling.

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

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

  • Jill Pioter

Conference Guidelines
Conference Guidelines 1200 628 Jill Pioter

*Information for this week’s Governance article came from Vincentian Life: Conference

New members have a real challenge before them when they join a Conference. There is a tremendous amount of “stuff” that they have to learn: who the other members are, principles and history of the Society, spirituality, how to do Home Visits, where everything is, what and when to do something, and what and when not to. It can all be very confusing. Actually, it can all be confusing to members who have been around for a while, as well. That is why it is important to have a set of Conference guidelines.

WRITTEN GUIDELINES

Have you ever heard the expressions: that’s the way we do things, we’ve always done it this way, we can’t do that, or it’s just not done that way. That is one of the most frustrating things about being a member – especially a new one. Not knowing what to do and/or being criticized for doing something the wrong way can be very humiliating. It would all be much simpler if all those ways and things were written down somewhere.

They can be.  They should be. And, the most organized and well run Conferences have a set of written guidelines that are available to all members. They are not just a set of rules that have been accumulated over the years, they are a formal set of guidelines that have been defined, organized and presented in a form that is convenient to use, easy to understand and readily accessible to all members.

Without the written guidelines, the statements above will continue to flow and new members will continue to scratch their heads – some even leaving the Conference. Without the written guidelines, people will give their own interpretation of what is the proper way because that’s the way they remember being taught.

ORGANIZING THE GUIDELINES

Before preparing a set of guidelines, the Conference members should attend an Ozanam Orientation. This is important since it gives members an understanding of what is important and what should be stressed in our ministry. Without this basic understanding, guidelines may be developed simply because they sound good or logical. The guidelines we develop for a Conference should be reflective of our call to ministry.

Preparing a set of guidelines is not that difficult. The Conference should establish a committee of about three people who will take on the task of creating the first draft of the guidelines. They will get together a few times and map out the guidelines which will be reviewed, updated and hopefully approved by the Conference for their use. Your Conference may also get a copy of the guidelines of a neighboring Conference. Do NOT simply adopt someone else’s guidelines as your own. You should make sure your guidelines fit the needs of your Conference and those in need in your parish community.

Look to the other chapters in this book and pay close attention to the topics of food, rent, utilities, Home Visits, etc. Then come to a consensus among the committee members as to what a reasonable expectation should be in dealing with those types of service. Members of the Conference may have already dealt with these issues and some unwritten guidelines or rules may already exist.

“Guidelines” should be just what the word means. These are not firm rules that have to have the I’s dotted and T’s crossed. These are possible ways to approach fulfilling the requests for help. The guidelines should provide possible solutions. One thing is extremely important to remember: guidelines are intended to define how people in need can be served, they are not intended to define how people are to be turned away.

When circumstances dictate, the members can vote to override a guideline for a particular case.

Once the draft is compiled, copies should be presented to all members for their review, correction and final approval. This process may take two or three meetings to complete. This review and approval process is a Conference process and should not be left to only a few people. Once consensus has been reached by the Conference as a whole, the document should be formally published and each member should be given a copy. The Secretary will be given the original to keep with the Conference records. All new members should receive a copy of the guidelines when they join the Conference.

REVIEW/UPDATE/APPROVE

At the beginning of the fiscal year (October or November), the Conference guidelines should be reviewed by the members of the Conference. They should be evaluated to see if they are still appropriate for the conditions that currently exist. The same process that was followed to review and approve the initial set of guidelines should also be used to review, update and approve the new guidelines. Once again, all members should be given copies of the guidelines.

SUMMARY

Conference guidelines are one of the keys to having an organized and well-run Conference. None of the guidelines should contradict the Rule, Manual or Bylaws or any local, state, or federal tax laws. None of the guidelines should in any way indicate who to serve or how not to serve someone in need. If they are properly prepared, the guidelines will help Conference members serve those in need in the best way possible.

  • Jill Pioter

Governance Resources
Governance Resources 1200 628 Jill Pioter

*Information in this article was provided by the National Governance Committee

Good leadership is one of the keys to every successful organization. With this in mind, the following are among the projects and materials the National Governance Committee has developed. It is our hope that these will help everyone become a better servant leader whether as a Conference or Council President, Officer, member of the Board of Directors, or Committee member.

GOVERNANCE TRAINING – We’ve put together a Governance Training program.  Although we have presented this live in a few locations, we know this may not be practical for everyone and so we recorded a presentation (click here for the video link). Click here to download the training guidebook, then click on “If You Have A Board” to locate.

GOVERNANCE WEBPAGE – We’ve grouped much governance-related material into one convenient location. Search this site for information you need. Click here to go directly to the governance web page. When you open this site you’ll find a summary of each of the posted categories and a guide suggesting what documents you should review based on whether you are or are not in leadership and if you are in leadership, based on the position you hold.

MENTORING – We continue to place mentors for new Council Presidents and new CEOs/Executive Directors through our National Mentoring Program.

PARTNERSHIPS BETWEEN CEOs/EXECUTIVE DIRECTORS AND COUNCIL PRESIDENTS – We prepared a paper that explores how to develop and maintain an effective relationship for the good of the Society.

SUCCESSION PLANNING – We also produced a paper titled “Who Me? Why In The World Should I Become A Vincentian Leader?” along with talking points and a list of resource materials.  There are significant personal benefits to being a Vincentian leader and the Society needs leaders. Another paper titled “Succession Planning – A Brief Primer” offers guidance on this important subject.

RECOMMENDED SAMPLE POLICIES FOR NONPROFITS – All policies that appear here are meant to be examples of how such policies could read. They are not meant to be adopted as is but rather to serve as examples only.

QUESTION & ANSWER MASTER INDEX – If you have a question ranging from the Rule to how best to operate a Conference or Council or the correct way to go about the day-to-day activities of a Vincentian, there’s a pretty good chance it’s been answered in Frederic’s e-Gazette. For this reason we have a Master Index of questions previously asked and answered posted on the national website Governance page.

We suggest you take a look at the variety of leadership materials on the national website.  Take advantage of Leadership Training materials and Leadership Mentoring. Promote these materials among your fellow members.

We all belong to the Society because of a desire to help people, to live the Gospel message, and to grow in our faith. It should follow then that as we provide assistance it be done in the best possible way, using best practices of our time, following the Society’s Rule, and complying with federal and state laws. In this way we will ensure the good reputation of and the public’s confidence in the Society.

  • Jill Pioter

Three Major Areas of Board Responsibility
Three Major Areas of Board Responsibility 1200 628 Jill Pioter

*The information for this week’s article was provided by the National Governance Committee

Looking ahead, the beginning of a new fiscal year is typically a good time for Boards to discuss, or at least review, their responsibilities as a nonprofit’s governing body to ensure that all members understand their individual duties. Most Board members recognize that their basic duties include, but are not limited to, defining and approving policies, selecting and supervising an executive director, ensuring programs are consistent with the organization’s mission and monitoring program effectiveness, as well as protecting the organization’s assets whether it is financial and/or social capital.[1] From a broader and legal perspective, Boards have three major areas of responsibility: Duty of care, duty of loyalty and duty of obedience.

Duty of Care:

A Board member is expected to act as any ordinary, prudent person in similar circumstances. This requires diligent, attentive, informed participation; i.e., reasonable care when making decisions in stewardship of the organization.

The duty of care is evident in the following activities:

  • The Board holds regularly scheduled meetings.
  • Board members have received and read the bylaws and policies.
  • Information is provided to the Board in a timely manner and in advance of meetings.
  • Board members arrive at meetings prepared, having read the minutes and advance material.
  • Financial reports are furnished on a regular schedule and are reviewed by the Board.
  • The Board makes informed decisions based on information provided.
  • Minutes accurately reflect Board votes and decisions, including dissent.

Duty of Loyalty:

Board members are expected to act in good faith, giving undivided allegiance to the organization, when making decisions that affect it. They should not operate for personal gain against the best interests of the organization.

When a conflict arises between the interests of a Board member and the well-being of the organization, the Board member should immediately disclose the matter and recuse from both the discussion and the decision-making. If the matter proceeds, the terms of any transaction with a Board member must be at least as favorable to the organization as that which could be obtained from a party with no ties to it.

Board members should observe confidentiality regarding the Board’s deliberations and decision-making, and respect and adhere to all Board decisions, regardless of whether they voted in favor of the motion. Only designated spokespersons (usually the President) may speak publicly on behalf of the organization.

Duty of Obedience:

A Board member is expected to act in a manner that ensures the organization operates in keeping with its mission and bylaws and in accordance with the laws and regulations governing its formation and status.

In order to maintain the public’s trust as a nonprofit organization, Board members must be fully conversant and compliant with the organization’s mission, bylaws and policies, and ensure that the policies, goals and activities (including competent management of its funds and other resources) are executed in accordance with the mission.

Source: Anne Dalton, “Three Major Areas of Board Responsibility,” The Association of Junior Leagues International, Inc., 2014

[1] Boards should not involve themselves in the day-to-day operations of the nonprofit as this is the primary responsibility of the executive director.

  • Jill Pioter

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

*Original Content in the article below was provided by the Governance Committee.

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

To prevent Conference meeting conflicts:

  • Send out a detailed, specific agenda ahead of time so that members know how the meeting will proceed. Make it clear that the meeting will unfold in an organized, respectful manner.
  • Know the strengths and weaknesses of the members in your Conference, and tailor the discussion style to maximize the strengths and minimize the weaknesses.
  • Encourage frequent communication among Conference members outside of meetings so that members feel informed and are not taken by surprise.
  • Ensure that minutes are kept of Conference meetings, including specifics about decisions made and timeframes. Distribute minutes in advance to all Conference members to reduce inconsistencies in memory.

During a Conference meeting:

  • Make sure all Conference members have the chance to speak and be listened to respectfully.
  • For significant topics, give members a few moments to process the question at hand and perhaps write down a few notes before starting the discussion.
  • Present things in such a way that indicates the Conference is working through issues together.
  • Try to anticipate conflict and address the issue before it happens. Be aware of members’ nonverbal communication and apparent discomfort.
  • Encourage the Conference to be specific in its decisions to avoid ambiguity about when or how something will be done (i.e., “Jesse will contact Father Mike by noon on Friday,” not “Jesse will contact Father Mike soon”).

Should a conflict arise:

  • Pause briefly to allow the Conference and its members a chance to temper emotions and think of how to say things in a thoughtful, respectful fashion.
  • Repeat/summarize what you have heard Conference members say so they know you heard them.
  • Neutralize personally-directed comments by restating them in terms of objective qualities, issues or actions, not people themselves (i.e., “Maria tries to avoid us all of the time and refuses to answer our phone calls” to “You feel that Maria is not making herself available to the needs of the Conference,” or perhaps even better, “You feel that our current system of reporting home visits is not working”).
  • Redirect tangents back to the agenda item under discussion.
  • Restate and reframe the larger context of the situation to keep the topic in perspective.
  • Identify and outline the points of agreement that exist between disagreeing parties.
  • Find a “grain of truth” in an opposing viewpoint and use that to begin to build consensus.
  • Strive to arrive at group consensus; avoid voting on a divisive topic if possible.
  • Place the discussion on hold and ask the Conference spiritual advisor to lead the Conference in a prayer before continuing.

If the Conference is stuck:

  • Reduce unknown factors and fear by assigning a subgroup to research the topic a bit more and report back at a future meeting.
  • Table the conversation until a future meeting.
  • Discern whether someone perceives a threat to themselves or to their interests. If so, address/discuss the issue in a kindly fashion that preserves their dignity.
  • If the topic is hijacking the meeting, arrange for either the whole group or those members most invested in the topic to hold a separate meeting in the future to discuss it.
  • If only one individual is upset about an issue for a prolonged period of time, ask to meet separately with him/her after the meeting.
  • Consider whether another factor(s) may be contributing to rigidity in mindset or aggression in verbal response.
  • While maintaining confidentiality, seek advice from fellow Conference/Council presidents, National Office staff, committee chairs or other Vincentian peers. Many other Vincentian leaders may have faced similar circumstances and have suggestions based on what worked for them.

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

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

 

 

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