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The Need for Risk Management – Part Two
The Need for Risk Management – Part Two 1200 628 Jill Pioter

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

Core Principle #2 – Observation

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

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

Core Principle #3 – Communication

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

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

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

  • Jill Pioter

The Need for Risk Management
The Need for Risk Management 1200 628 Jill Pioter

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

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

Core Principle #1 – No Tolerance

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

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

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

  • Jill Pioter

04-07-2022 Questions and Answers
04-07-2022 Questions and Answers 1200 628 Jill Pioter

Q:  Can paid staff Executive Directors (EDs)/CEOs be members of a board? Can they be officers of a board – such as a store board?

A:  Paid people cannot be officers at any level in the Society. Board members are not officers; therefore, Executive Directors/CEOs may be ex-officio, non-voting members of the Board of Directors.  However, an ED/CEO who is paid by a Council/Conference other than the Council/Conference represented by the Board of Directors in question, may be a voting member of that Board. For example, Member A is an ED for Council A and has been asked to sit on the Board of Council B.  Member A can be a voting member of Council B’s Board, but not an officer. This can be found in the nationally approved bylaws under BOARD OF DIRECTORS SECTION.

Q: A person contacted our Conference recently and wants to give us a check for $1,000 to help his daughter to pay her rent. We were told that we could not accept donations like this. Can you explain?

A: This normally happens when someone would like to help a family member but would like to get a tax deduction as well; so, they decide to go through a non-profit like SVdP to accomplish this. According to IRS, any time a donation is made to a non-profit organization that is specified for an individual, it is considered to be a gift to that individual and is not tax deductible. No Conference should accept such a person-designated donation.

Spanish Translation

P: ¿Pueden los Directores Ejecutivos (ED)/CEO asalariados ser miembros de una junta? ¿Pueden ser funcionarios de una junta, como la junta de una tienda?

R:  Las personas asalariadas no pueden ser funcionarios en ningún nivel de la Sociedad. Los miembros de la junta no son funcionarios; por lo tanto, los Directores Ejecutivos/CEO pueden ser ex oficio, miembros sin derecho a voto de la Junta Directiva. Sin embargo, un ED/CEO que es pagado por un Consejo/Conferencia que no sea el Consejo/Conferencia representado por la Junta Directiva en cuestión, puede ser un miembro votante de esa Junta. Por ejemplo, el Miembro A es un ED del Consejo A y se le ha pedido que forme parte de la Junta del Consejo B. El Miembro A puede ser un miembro votante de la Junta del Consejo B, pero no un funcionario. Esto se puede encontrar en los estatutos aprobados a nivel nacional en la SECCIÓN DE LA JUNTA DIRECTIVA.

P: Una persona se comunicó con nuestra Conferencia recientemente y quiere darnos un cheque por $1,000 para ayudar a su hija a pagar el alquiler. Nos dijeron que no podíamos aceptar donaciones como esta. ¿Puedes explicar?

R: Esto normalmente sucede cuando a alguien le gustaría ayudar a un miembro de la familia pero también le gustaría obtener una deducción de impuestos; entonces, deciden acudir a una organización sin fines de lucro como SVdP para lograr esto. De acuerdo con el IRS, cada vez que se realiza una donación a una organización sin fines de lucro que se especifica para un individuo, se considera un regalo para ese individuo y no es deducible de impuestos. Ninguna Conferencia debe aceptar tal donación designada por una persona.

 

  • Jill Pioter

A Message From Bishop John Quinn
A Message From Bishop John Quinn 1200 628 Jill Pioter

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

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

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

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

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

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

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

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

  • Jill Pioter

03-31-2022 Questions and Answers
03-31-2022 Questions and Answers 1200 628 Jill Pioter

Q: Some Conferences use computers for everything. If all records are kept electronically, which ones MUST be stored as hard copies also? For example, meeting minutes? Case records? Is it necessary for the Secretary to sign the meeting minutes (print, sign, scan, store)? 

A: All records identified for permanent storage in the Manual should be maintained in hardcopy (as well as electronic, if possible). All other files are considered temporary (limited by time) and may be electronic.

Q: Many Conferences in our Council now use ServWare for case management. If all case records are stored in a Customer Management System and the recommendation is to destroy case history after 3 years, are we required to do that?

A: Yes, record retention is defined not only to save storage space but to eliminate information that no longer has meaning.

Spanish Translation

P: ¿Qué es el proceso de la Sociedad – votación de la Junta, decisión ejecutiva, etc. – para respaldar cualquier esfuerzo legislativo? 

R: El Comité Nacional de la Voz de los Pobres (VOP) identifica la legislación que afecta a la Sociedad ya las personas a las que servimos. El Comité también tiene en cuenta las posiciones de otras organizaciones católicas: USCCB, Caridades Católicas, etc. El Comité VOP hace recomendaciones al Presidente Nacional sobre qué legislación apoyar o no. Solo el Presidente Nacional puede hablar por la Sociedad en los Estados Unidos. Las preocupaciones legislativas locales siguen el mismo proceso con el presidente diocesano local.

P: ¿Puede un diácono presidir el comité Voz de los Pobres en un Consejo?

R:  El VOP es un comité, y un diácono puede ser el líder de un comité. No hay nada que impida que un diácono sea presidente de un comité. Ser el presidente no le da al diácono un voto en la junta o el Consejo. Un diácono que sea el presidente del comité puede votar sobre los asuntos del comité, ya que los comités no toman decisiones finales, sirviendo solo como asesores de la junta local y el presidente.

  • Jill Pioter

Questions and Answers 3-24-2022
Questions and Answers 3-24-2022 1200 628 Jill Pioter

Q: Is it necessary for the Treasurer to keep hard copy statements if banks now have electronic records available and easily accessible? Is it necessary to store electronic copies of these statements? 

A: It is the responsibility of the Treasurer to reconcile all bank statements.  That can be done with a hard copy of the statement or with an electronic copy.  The Treasurer should keep copies of the statements, either hard copy or electronic, for the seven years and then destroy them as specified in the Manual.  These files must be transferred to each new Treasurer who takes office.

Q: The Treasurer’s Manual recommends that we keep copies of donor checks. If our bank stores electronic copies of checks that are deposited to the account, are hard copies necessary? We have a Conference concerned about having the donor’s banking info and keeping that information confidential – is that a valid concern? 

A: So long as checks and deposits are accessible through the bank, there is no need to keep them.  The confidentiality issue is not a concern if the Treasurer is following proper precautions.  It is the Treasurer’s responsibility to ensure proper security of Conference financials.

Spanish Translation

P: ¿Es necesario que el Tesorero mantenga copias impresas de los estados de cuenta si los bancos ahora tienen registros electrónicos disponibles y de fácil acceso? ¿Es necesario almacenar copias electrónicas de estas declaraciones? 

R: Es responsabilidad del Tesorero conciliar todos los estados de cuenta bancarios. Eso se puede hacer con una copia impresa de la declaración o con una copia electrónica. El Tesorero debe guardar copias de las declaraciones, ya sea en papel o electrónicas, durante los siete años y luego destruirlas como se especifica en el Manual. Estos archivos deberán ser trasladados a cada nuevo Tesorero que asuma el cargo.

P: El Manual del Tesorero recomienda que mantengamos copias de los cheques de los donantes. Si nuestro banco almacena copias electrónicas de los cheques que se depositan en la cuenta, ¿son necesarias las copias impresas? Tenemos una Conferencia preocupada por tener la información bancaria del donante y mantener esa información confidencial. ¿Es esa una preocupación válida? 

R: Siempre que se pueda acceder a los cheques y depósitos a través del banco, no hay necesidad de conservarlos. El tema de la confidencialidad no es una preocupación si el Tesorero sigue las precauciones adecuadas. Es responsabilidad del Tesorero garantizar la seguridad adecuada de las finanzas de la Conferencia.

  • Jill Pioter

Looking For A New Conference Or Council President? Make It Easy For Them To Become One
Looking For A New Conference Or Council President? Make It Easy For Them To Become One 1200 628 Jill Pioter

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

Records

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

Timing

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

Contact Information

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

Notes

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

Resource List

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

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

  • Jill Pioter

Succession Planning Requires Preparation And Training
Succession Planning Requires Preparation And Training 1200 628 Jill Pioter

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

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

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

  • Jill Pioter

Succession Planning: A Brief Primer
Succession Planning: A Brief Primer 1200 628 Jill Pioter

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

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

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

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

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

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

  • Jill Pioter

02-24-2022 Questions and Answers
02-24-2022 Questions and Answers 1200 628 Jill Pioter

Q: When our Conference visitors come across a neighbor in need who has put the utility bill in one of their children’s names, should we pay it? Putting the account in a child’s name may be considered fraud, but for some families this may be the only way to have electric and gas service. Do we ignore this “crime” and keep the lights and heat on? I think we should assist. Is there a good reason why the Society should not assist?

A: This is a local decision, but if the request to pay is made by the person who lives at the address aligned with the bill, it is okay to pay it.  Don’t do account verification work the utility company should have done.

Q:  Can a person be registered in one parish and belong to a SVdP Conference of another parish?

A: Yes, a person can be registered in one parish and belong to a SVdP Conference at another. The Rule does not require Vincentian members to belong to the parish in which they worship.

Spanish Translation

P: Cuando encontramos una factura de servicio públicos a nombre de un hijo de unos de nuestros vecinos con necesidades, ¿debemos pagarla? Poner la cuenta a nombre de un niño puede considerarse fraude, pero para algunas familias esta puede ser la única manera de tener servicio de electricidad y gas. ¿Ignoramos este “crimen” y mantenemos las luces y la calefacción encendidas? Creo que deberíamos ayudar. ¿Hay alguna buena razón por la que la Sociedad no deba ayudar?

R: Esta es una decisión local, pero si la solicitud de pago la hace la persona que vive en la dirección alineada con la factura, está bien pagarla. No haga el trabajo de verificación de cuenta que la empresa de servicios públicos debería haber hecho.

P: ¿Puede una persona registrada en una parroquia pertenecer a una conferencia SVDP de otra parroquia?

R: Sí, una persona puede estar registrada en una parroquia y pertenecer a una Conferencia SVdP en otra. La Regla no exige que los miembros vicencianos pertenezcan a la parroquia en la que van al culto.

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