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  • Jill Pioter

2-3-2022 Questions and Answers
2-3-2022 Questions and Answers 1200 628 Jill Pioter

Q: We have a neighbor in need of one of the Conferences that is being looked for by the police. I don’t know if the Conference knows where she is, but they do know the location of a storage facility that is owned by the person. Can the Conference disclose this information, either voluntarily or by a summons? I think not, but I wasn’t sure. Please advise.

A: This is different from a seal of confession. We do not voluntarily share information with other agencies. However, if there is a legal summons made requesting information, we comply. To voluntarily provide information to the police is a matter of conscience. It would really depend on the seriousness of the matter. You have to discern what withholding the information could mean in the long run. Is it likely that people will be hurt (physically, emotionally, or economically) by withholding the information? Decisions like this require a lot of prayer.

Q: One of our Vincentians has asked if our Conference can spend funds to improve the poor boxes in our parish church. We receive the contents of the boxes each week. They’ve gotten a little shabby, and our pastor has been working on improving the church’s environment with new pews, new stations, etc. Is this allowed?

A: Since the funds from the poor box are given to SVdP, the Conference may purchase replacements for the poor boxes and treat it as operating expenses. However, the Conference may not contribute funds directly to the parish to do so.

Spanish Translation

P: La policía está buscando a unos de nuestros vecinos que tienen necesidades. No sé si la Conferencia sabe dónde está, pero sí conoce la ubicación de una instalación de almacenamiento que es propiedad de la persona. ¿Puede la Conferencia divulgar esta información, ya sea voluntariamente o por citación? Creo que no, pero no estaba seguro. Por favor avise.

R: Esto es diferente de un sello de confesión. No compartimos información de manera proactiva con otras agencias. Sin embargo, si hay una citación legal solicitando información, cumplimos porque cumplimos la ley. Proporcionar voluntariamente información a la policía es una cuestión de conciencia. Realmente dependería de la gravedad del asunto. Tienes que discernir lo que podría significar retener la información a largo plazo. ¿Es probable que lastime a mucha gente (física, emocional o económicamente) al retener la información? Decisiones como esta requieren mucha oración.

P: Uno de nuestros Vicentinos ha preguntado si nuestra Conferencia puede gastar fondos para mejorar las cajas de limosnas en nuestra iglesia parroquial. Recibimos el contenido de las cajas cada semana. Se han deteriorado un poco y nuestro pastor ha estado mejorando el ambiente de la iglesia con nuevas bancas, nuevas estaciones, etc. ¿Está permitido?

R: Dado que los fondos de la caja se entregan a SVdP, la Conferencia puede comprar reemplazos para las cajas de limosnas y tratarlos como gastos operativos. Sin embargo, la Conferencia no puede contribuir fondos directamente a la parroquia para hacerlo.

  • Jill Pioter

Council Finances
Council Finances 1200 628 Jill Pioter

FULL DISCLOSURE (TRANSPARENCY)

Council finances should be fully disclosed to all members of the Council on a regular basis. They can be disseminated to all Vincentians through Council members or a regular mailing. The frequency depends somewhat on the extent of the Council’s financial activities, but no less than once a quarter. As with Council action items financial reports should be furnished to Council/Board members well before the Council/Board meeting.

There should be some basic training for all Council/Board members on how to read and understand a Balance Sheet and a Profit and Loss Statement. This needs to be given periodically as new Council/Board members begin their term.

AUDITS

If the Council has stores and/or special works, a full audit by a CPA or accounting firm should be accomplished annually. There are three levels of audits: Compilation, Review, and Full Audit. Select the one appropriate to the size and complexity of your Council. Those smaller Councils that have no stores or special works may plan and execute an informal audit. In any case, a Council audit should be performed annually.

A copy of the audit report should be given to each Council/Board member and discussed at the Council/Board meeting. Results of the audit should be made known to all subsidiary Councils and Conferences. Pay particular attention to any changes suggested to operations or record keeping that are in the report. The Council is accountable to its subsidiaries and upper Councils for the results of the audit. Statements on the audit of impropriety must be addressed before the next audit.

BUDGETS

A budget should be developed each year. The Council financial report should show how closely the operation is tracking with the budget each month. Any significant variance that develops should be dealt with in an established “process” manner. If the need for correction persists, action is required by the Chief Executive Officer/Executive Director, Board, or Council. Expenses can be well predicted. It is the income that is uncertain. Don’t fall into the trap of balancing the budget by simply increasing the expected income.

The budget should be formally approved by the Council. It should be treated as a governance document that the Chief Executive Officer/Executive Director and staff must operate within. However, staff should have the latitude to make decisions within the limits of the budget without exceeding those limits.

INSURANCE – CONSIDERATIONS

Adequate insurance coverages and limits should be maintained. It should include Directors and Officers Liability, Employee Practices, and Sexual Abuse coverage to protect the Council in addition to the normal coverages of Property, Liability, Vehicle, and etc. The Liability Insurance should include coverage for all members and volunteers. Annual evaluations should be made of all insurance policies.

An annual update of values should be done on all property insurance. Experts in appraisal, construction, banking, or insurance can be called upon to assist. The cost of insurance is extremely low in comparison to an uninsured or underinsured claim. Determine the cost to replace/rebuild with outside contractors, not the market value of the property.

In most cases of Council operations, limits of $1,000,000 would be considered inadequate. Establish limits with the advice of experts.

FUNDRAISING

Fundraising, as a general rule, is a long-term project. There may be various short-term fundraising projects that are planned but they should be part of a large effort. Develop a fundraising plan and work the plan over a long period of time. Adjust the plan as needed but the most important aspect is to make it a day to day process at all times. Don’t rely on a few resources; continue to search out new avenues to finance our work. The old tried and true may have been discovered by many other nonprofits resulting in less income than in the past.

RESERVE FUNDS

Establish a reserve fund if the Council has works that require payroll, bank payments or any other ongoing expenses. Decide how long a period of operation you would need to fund in case of loss of the normal source of funding or some operational disaster. This gives you time to adjust operations in case of unexpected losses in any year.

The Manual suggests 50% of annual budget (a six-month reserve). This may be too much depending on ongoing commitments and time to shut down various works if a critical situation arises. If financial results are negative, take corrective action as soon as possible to avoid invading the reserve fund.

Conferences and Councils with no extended obligations need little or no reserves. The money belongs to God’s poor. We are stewards of those funds.

SOLIDARITY

The Rule permits Councils at each level to assess its subsidiaries a solidarity contribution to help offset its cost of operations. This starts at the Council General International (CGI) and goes to each level beneath: National Council, Diocesan Council, District Council, and Conference. This is an obligation that each subsidiary must fulfill.

CGI assesses an annual solidarity contribution from National Councils. The National Council assesses an annual contribution from its Diocesan Councils, District Councils, and Conferences. Diocesan Councils can assess periodic contributions from its District Councils and Conferences. District Councils can assess periodic contributions from its Conferences.

The National Council makes its assessment in October of each year (the beginning of the fiscal year). It assesses to Councils and Isolated Conferences in each diocese. The Councils are expected to make the solidarity contribution. They are then expected, if they choose, to collect the appropriate portion of the contribution from their subsidiary Councils, Conferences, stores, and special works.

The members of the National Governance Committee wish you and your families a beautiful and blessed Christmas and a new year filled with the fullest measure of happiness and good health.

  • Jill Pioter

Council Operations
Council Operations 1200 628 Jill Pioter

PROCESS

All business should be done by process – not reaction to individual situations. Council/Board policies and management procedures form the processes. Once formed, the process should not be violated except for very serious reasons. Processes must be in writing. They can be either Council/Board policy or operational procedures.

MEETING AGENDA

All Council/Board agenda items are designated as either action items or information. A process is to be developed so all Council/Board members have all information on action Items well before the Council/Board meeting so all votes are based on informed opinions. There should be no action taken on any motion not fully disclosed. The only exception in Roberts Rules is a “motion to suspend the rules.” This motion only applies to the issue at hand and must be passed by a two-thirds vote. Then that matter can be brought up and acted upon. A typical time that this should be used is in the case of a serious time problem on a critical issue.

ELECTION – COUNCIL PRESIDENT

All elections are held in conformance with bylaws. The Nationally Approved Bylaws have the same authority as the Rule. As a result of the process that occurred when the National Council approved Part III of the Rule and the Nationally Approved Bylaws at the National Assembly in Chicago in 2005, every Council and Conference is expected to adopt a set of bylaws corresponding to the Nationally Approved Bylaws.

All Council elections should begin at the Conference member level. All ballots are secret. Ballots for this election are usually counted by the Spiritual Advisor and one other disinterested person. It is suggested that only the winner is announced, not how close or unanimous the vote may have been. Revealing the actual vote only creates problems no matter how close or wide the vote is.

Conference Presidents are expected to vote the way their members instructed. If a significant development occurs changing the situation, such as the withdrawal of one or more candidates, the Conference President should use his/her best judgment of how the Conference would vote and then cast the ballot. If the election is put off to another time, the Conference members should be given an opportunity to express their wishes in another secret ballot.

MANAGEMENT

The Council, Council President and Board are responsible for oversight of the management of the Council. However, if the Council has a Chief Executive Officer/Executive Director, the Council, Council President and Board are NOT responsible for the actual day to day management. The Chief Executive Officer/Executive Director is responsible for the business of the Council.

Typically, a Council will not hire a Chief Executive Officer/Executive Director unless it operated one or more stores or Special Works. The business activities of the Council are handled by the Chief Executive Officer/Executive Director. The Council, President and Board are responsible for the Vincentian work of the Council.

An issue with an individual, the clergy, or a Vincentian issue with the Council or a Conference is normally handled by the appropriate members of the Council/ Board. In many parts of the country, the Chief Executive Officer/Executive Director aids the Council/Board with some of those issues. However, the following principle should be kept in mind: The primary role of paid staff in the Society is to AID Vincentians in the work they must do; it is NOT to do their work for them.

OBLIGATING THE COUNCIL

The Council/Board is the only entity that can authorize an obligation to be placed on the Council. This authority may be delegated by the Council/Board in certain cases to specific persons. No new ministries or significant additional services are undertaken without Council approval. Obtaining a grant for a special work or service that will obligate the Council to continue even if the grant is not received in the following year is unacceptable planning. The cost of a ministry is not only the space or start-up cost; it is the continuing expense to operate year after year.

In most cases, the structure of the Society is such that the Council is incorporated, has its Tax ID (EIN), is insured and is the SVdP legal entity in its area of coverage. It provides legal authority and coverage to the Conferences, stores and special works that are its subsidiaries. Therefore, it is important that all Conferences, stores and special works submit their plans for grant requests and other new activities to the Council/Board for approval. Since the Council is the legal entity, the grant or new activity becomes the responsibility of the Council.

PLANNING

Planning, both long and short range should be a continuing process and examined in depth at least once a year. Times for regular annual planning meetings, usually before budget time, should be established and adhered to.

CROSSING INTO ANOTHER COUNCIL’S AREA

In 1979, the National Council passed a resolution that essentially stated that no Council or Conference can cross into the boundaries of another Council or Conference with the intent to set up operations of some work or do fundraising without their permission. This resolution was re-enforced by Resolution 104, passed by the National Council on April 12, 2013. For example, this prevents Council A from establishing a store or special work within the Council B boundaries without Council B granting them permission. The same holds true for targeted fundraising.

  • Jill Pioter

1-27-2022 Questions and Answers
1-27-2022 Questions and Answers 1200 628 Jill Pioter

Q: Next year the Diocesan Council will be billed for solidarity based on the number of active Conferences reported for the 10/1/2020-9/30/2021 fiscal year, when two absorbed Conferences were still active. Is the Diocesan Council responsible for absorbing the solidarity dues for these now inactive Conferences?

A:  When the new method of solidarity calculation went into effect in 2013, it was a specific decision that the invoice would go to the Diocesan Council (or District Council if no Diocesan Council exists). It is up to each Diocesan Council to determine how the invoice will be paid. For example, some Councils pay the whole amount as support for their subsidiaries while others are reimbursed by their Conferences and Special Works. However, the full payment is expected to be paid by the Council even if the number of Conferences or Special Works has changed since the reporting period.

Q:  We have a Conference president approaching the end of her second term, preparing a succession plan for the next election. No current member of this active Conference seems willing to step up to succeed her. If that does not change, what should happen with the Conference?

A:  There are two choices; either elect someone from within or close the Conference. It is up to the Conference members to step forward and provide leadership for their Conference. A District Council president can temporarily appoint someone to be Conference president if no president is nominated before the current president term ends; but an election has to take place as soon as possible and within a reasonable time. The current president should NOT stay in office by either appointment or re-election.

Spanish Translation

P: El próximo año se facturará al Consejo Diocesano por solidaridad basado en el número de Conferencias activas informadas para el año fiscal 1/10/2020-30/9/2021. En ese momento, dos Conferencias absorbidas aún estaban activas. ¿Es el Consejo Diocesano el responsable de pagar las cuotas solidarias de estas Conferencias ahora inactivas?

R:  Cuando el nuevo método de cálculo solidario entró en vigencia en 2013, fue una decisión específica que la factura iría al Consejo Diocesano (o al Consejo de Distrito si no existe ningún Consejo Diocesano). Es para cada Consejo Diocesano determinar cómo se pagará la factura. Por ejemplo, algunos Consejos pagan el monto total como un forma de apoyo a sus filiales mientras que otros son reembolsados ​​por sus Conferencias y obras especiales. Sin embargo, se espera que el Consejo pague la factura completa incluso si el número de Conferencias u Obras Especiales ha cambiado desde el período del informe.

P: Tenemos a una presidenta de la Conferencia acercándose al final de su segundo mandato, preparando un plan de sucesión para las próximas elecciones. Ningún miembro actual de esta Conferencia activa parece dispuesto a dar un paso al frente para sucederle. Si eso no cambia, ¿qué debería pasar con la Conferencia?

R:  Hay dos opciones; elegir a alguien de dentro o cerrar la Conferencia. Depende de los miembros de la Conferencia dar un paso adelante y proporcionar liderazgo para su Conferencia. Un presidente del Consejo de Distrito puede designar temporalmente a alguien para que sea presidente de la Conferencia si no se nombra a ningún presidente antes de que finalice el mandato del presidente actual; pero la elección tiene que pasar lo más pronto posible y dentro de un tiempo razonable. El  presidente actual NO debe permanecer en el cargo ni por nombramiento ni por reelección.

  • Jill Pioter

Paid Staff
Paid Staff 1200 628 Jill Pioter

HIRING A CHIEF EXECUTIVE OFFICER/EXECUTIVE DIRECTOR

The Chief Executive Officer/Executive Director is hired by and reports directly to the Council/Board. Where there is a Board of Directors, the hiring of the Chief Executive Officer/Executive Director should be confirmed by the Council. The Council President serves as the communication link between the Council/Board and the Chief Executive Officer/Executive Director. It is important to remember that, although the Chief Executive Officer/Executive Director reports to the Council/Board, he/she does not have multiple supervisors. The Chief Executive Officer/Executive Director receives direction from one person, the Council President.

SUPERVISION

The Chief Executive Officer/Executive Director is the only employee who directly reports to the Council/Board. All direction and correction of the other employees is accomplished through the Chief Executive Officer/Executive Director. If the results are not satisfactory to the Council/Board, correction is made at the Chief Executive Officer/Executive Director level. There should be no direction by a well-meaning Council/Board member to a member of the staff. Because they are on the Council/Board does not give them the authority to manage staff. All direction to staff comes from the Chief Executive Officer/Executive Director or his/her designated representative.

In the case that a Council has paid staff but does not have a Chief Executive Officer/ Executive Director, then supervision of paid staff falls to the Council President who effectively becomes the President/CEO. This places a heavy responsibility on a person who is a volunteer.

PERSONNEL MANUAL

Once a Council has any paid staff, it is important to create and maintain an up-to-date Personnel Manual. All employment practices such as hiring, managing, grievance procedures, terminations, etc. are clearly written in a Personnel Manual. Job descriptions and pay scales by position should also be included. The Personnel manual must meet all national, state, and local laws. It should have a process defined for all phases of employee relations.

TERMINATION

So often in nonprofits, termination of an employee for any reason results in a demand for money. It is believed that nonprofits fear bad publicity and will pay if there is a threat to go public. Learn how to terminate properly.

Have regular, documented performance reviews. Terminate only for failure to perform to job standards after required opportunities to improve performance, or for violation of corporate policy or law. Always terminate in accordance with the personnel manual.

WAGES/WORKING CONDITIONS

The Council strives to meet its moral obligation of a fair wage and good working conditions. With the cost of employee’s wages, workers compensation, health insurance, etc., it is very difficult to offer as much as we would like. There is a movement throughout the country to evaluate and increase wages where necessary. Minimum wage is under scrutiny. This affects all SVdP operations where paid staff exists.

Survival of the Council is the bottom line. If a Special Work’s costs or employee costs in general won’t result in money to be used for the support of our missions, then fix it now or stop doing it. A number of Councils have gotten into financial trouble because they did not take action on this appropriately or in a timely manner. Thrift Stores and Special Works are effectively business operations and should be treated as such by leadership.

  • Jill Pioter

Servant Leadership Responsibilities
Servant Leadership Responsibilities 1200 628 Jill Pioter

*Excerpt from Vincentian Life: Council

OFFICERS

Servant Leadership

Officers are servant leaders and should strive to put the good of the Society, Councils, Conferences, Vincentians, poor and benefactors above their own. True servant leadership is a sacrifice given to God for the blessing of being able to help in service to his poor. What greater role model than Jesus. “And he that will be first among you shall be our servant. Even as the son of man has not come to be ministered unto, but to minister, and to give his life as redemption for many.” (Matthew 20: 27-28)

Training

Officers should seek out knowledge of responsibilities from training resources and guidance from the Society.  The National Council has developed many resources for helping officers to understand their roles better.  These resources can be found on the National Council members’ website under various Organization & Membership categories:  Governance, Leadership Resources, Servant Leadership, and many more.

Training programs such as the Ozanam Orientation, Servant Leadership Workshop, and the Governance for Councils and Boards DVD have also been developed.

Experience/Limitations
  1. Officers need to recognize their limitations of knowledge and experience. Unless they have similar leadership and business background, it is difficult to step into the position that is controlled by complex issues in all areas. Our leaders are chosen because they are wonderful spiritual Vincentians willing to take on the responsibility of being a Council President.
  2. Some of them have not had knowledge, training or experience to operate the complex business side of our Society.
  3. They do the best they can.
  4. One new Council President said, “I don’t know anything about a budget for a business. I haven’t even made a written budget for my own family.”
  5. He recognized his weakness and asked for help.

The real problems are: we don’t know that we don’t know and we ask for help too late. Help is available. The National Council has sponsored a mentoring program for Council Presidents and Chief Executive Officer/Executive Directors. Contact the National Council office or check the National Council website for information about this.

Seek Expert Advice

With the recognition of limitations, experts in the required fields of knowledge should be sought. Some of the areas are budgeting, taxes, EEOC, hiring, labor laws, accounting, insurance, legal matters of all kinds, personnel policies, pay scales and many others. There are willing helpers in every community. Make the effort to seek them out.

No Surprises (Transparency)

Good Vincentian leaders try very hard to build consensus before acting on significant issues. A cardinal rule of all business and even in life is, NO SURPRISES. Tell the facts as early as possible to those involved before the crisis decision time arrives.

Involve Everyone

No Lone Rangers allowed. An election should not turn over the management of the entire Council to the new President. The President doesn’t know everything and the President doesn’t do everything. The President must keep all of the members involved. This is NOT a personal ministry. Over the years, many Conferences and Councils have failed, many have folded, and many members have been lost because of the effects of a Lone Ranger.

No Absentee Presidents

If you accept the position of responsibility, you owe it to the Council and the Society to be actively involved locally and at required meetings in the Region and at the National level. If you don’t want the entire responsibility don’t just accept a couple of areas that you like. The President is expected to be present and involved throughout his/her term. This also means NO Snowbirds.

Succession Planning

One of our primary responsibilities of leaders of a Council is to leave the Council in as good or better condition when our term is up as it was when we became the leader. There is much more work to be done long after we are gone. We must do our share to be sure our Council is there to do it. This also includes the President making every effort to nurture future leaders in the Council. There is no automatic succession in the Society, so this means that the concepts of leadership should be regularly promoted.

Special Conditions

In the chapter on Conferences, mention was made of two special concerns: President’s term of office and inappropriate appointment of officers. Both of these conditions come into play at the Council level as well. The Council is not only to monitor this at the Conference level but within itself as well.

  • Jill Pioter

1-13-2022 Questions and Answers
1-13-2022 Questions and Answers 1200 628 Jill Pioter

Q: If you have a pantry in your Conference, are you allowed to change the shopping list? For example, in the past a family of 6+ could receive 10 canned goods and then it was reduced to eight; plus, other items were also reduced on the sheet?

A:  This is a local issue to be addressed by local leaders. However, the reality is that when you are providing food to individuals, you want the meals to be nutritious and well-balanced; and it doesn’t hurt to customize the manner in which food is given to families in need. Otherwise, it is a matter of resources, budgets and fairness.

Q: We have a neighbor in need of one of the Conferences that is being looked for by the police. I don’t know if the Conference knows where she is, but they do know the location of a storage facility that is owned by the person. Can the Conference disclose this information, either voluntarily or by a summons? I think not, but I wasn’t sure. Please advise.

A: This is different from a seal of confession. We do not proactively share information with other agencies. However, if there is a legal summons made requesting information, we comply because we obey the law. To voluntarily provide information to the police is a matter of conscience. It would really depend on the seriousness of the matter. You have to discern what withholding the information could mean in the long run. Is it likely that people will be hurt (physically, emotionally, or economically) by withholding the information? Decisions like this require a lot of prayer.

Spanish Translation

P: Si tiene una despensa en su Conferencia, ¿puede cambiar la lista de compras? Por ejemplo, en el pasado una familia de 6+ podía recibir 10 productos enlatados y ahora solo recibe ocho; además, las cantidades de otros artículos también se redujeron en la lista.

R:  Este es un problema local que deben abordar los líderes locales. Sin embargo, la realidad es que cuando su Conferencia proporciona alimentos a las personas, desea que las comidas sean nutritivas y bien balanceadas; y es bueno personalizar la forma en que se entregan los alimentos a las familias necesitadas. De lo contrario, es una cuestión de recursos, presupuestos y equidad.

P: La policía está buscando unos de nuestros vecinos que tienen necesidades. No sé si la Conferencia sabe dónde está, pero sí conoce la ubicación de una instalación de almacenamiento que es propiedad de la persona. ¿Puede la Conferencia divulgar esta información, ya sea voluntariamente o por citación? Creo que no, pero no estaba seguro. Por favor avise.

R: Esto es diferente de un sello de confesión. No compartimos información de manera proactiva con otras agencias. Sin embargo, si hay una citación legal solicitando información, cumplimos porque cumplimos la ley. Proporcionar voluntariamente información a la policía es una cuestión de conciencia. Realmente dependería de la gravedad del asunto. Tienes que discernir lo que podría significar retener la información a largo plazo. ¿Es probable que lastime a mucha gente (física, emocional o económicamente) al retener la información? Decisiones como esta requieren mucha oración.

  • Jill Pioter

Stores Board Looking for Volunteer Treasurer
Stores Board Looking for Volunteer Treasurer 1200 628 Jill Pioter

The National SVdP Stores Board of Directors is searching for a Volunteer Treasurer.

Role and Responsibilities of the Volunteer Treasurer

The Treasurer shall be responsible for overseeing the corporate funds and maintenance of full and accurate accounts of receipts and disbursements in books (official records) belonging to the corporation and the deposit of all monies and to the credit of the corporation in such depositories for the local bookkeeper at the National Store as designated by the Store Support Director. The Treasurer shall be a liaison between the bookkeeper and the COO/CFO for the National Council of the U.S., Society of St. Vincent de Paul, Inc.

Store Support Director shall approve all expenses and go over the monthly QuickBooks reports before going to the Treasurer.

The Treasurer shall be a member of the Board of Directors (BOD) and attend meetings on a bimonthly schedule. The Treasurer informs BOD members of the Store’s financial position and approval of the monthly reports by submitting a written statement at every meeting. The Treasurer approves a budget for the Store, which shall be approved annually.

The Treasurer should have supervisory accounting experience that can review the current accounting processes and procedures, implementing improvements where necessary and can serve as the “eyes and ears” for the BOD.

To apply, contact Jeff Beamguard at jbeamguard@svdpusa.org or Diane Smith Melloy at dianesmithmelloy@gmail.com.

  • Jill Pioter

Conference Collaborations: Enhancing Our Network Of Charity
Conference Collaborations: Enhancing Our Network Of Charity 1200 628 Jill Pioter

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

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

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

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

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

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

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

  • Jill Pioter

Questions and Answers 1-6-2022
Questions and Answers 1-6-2022 150 150 Jill Pioter

Q: A few members of my Conference say that they will not help someone who lies to them. Pope Francis has said that someone who lies is desperate. I believe that we should assist someone in need even if they have lied to us. Yes, confront the lie but show mercy. Is there anything in the Rule or other Vincentian literature that addresses this situation?

A: People lie for various reasons: some out of desperation, some because it suits the way they live, some simply because it will gain something for them. Telling lies is sinful, which means that a liar is a sinner just like all of us. God is willing to forgive all sinners; should we not be willing to do as much?

In the Rule, Part I, Articles 1.8 it states, Vincentians serve the poor cheerfully, listening to them and respecting their wishes, helping them to feel and recover their own dignity, for we are all created in God’s image. In the poor, they see the suffering Christ. Members observe the utmost confidentiality in the provision of material and any other type of support. Article 1.9 reads, Vincentians endeavor to establish relationships based on trust and friendship. Conscious of their own frailty and weakness, their hearts beat with the heartbeat of the poor. They do not judge those they serve. Rather, they seek to understand them as they would a brother or sister.

When we interview someone who is asking for help, it is up to us to do due diligence to determine if the need is real and if we should help. Was the lie a determining factor if giving the assistance?  If the lie was not a determining factor in deciding what to do, then does it really make a difference on future help? Should we Vincentians have done more investigation before agreeing to assist?  Sometimes in our willingness to help people, we don’t do all we should to ensure the need is real.

Q: Is there anything in the Rule or Manual that would prevent an individual to serve as President of both his/her District Council and President of his/her individual Conference simultaneously? If so, could an individual hold different offices within the Council and Conference? i.e., Council President, Conference Treasurer?

A: It is not a problem from the Rule and Bylaws for a Council President to also carry the office of Conference President. Nonetheless, it is not recommended because of the responsibilities including voting that go with each position.

The following circumstances should be clearly addressed and determined by the Council before allowing one individual to serve in both elected roles:

  • When a Council President holds the position of Conference President as well, does he/she get two votes in the Council meeting – one as President of the Conference and one as President of the Council?
  • Who represents the Conference in the Council meeting?

These should be answered before he/she takes office.

Spanish Translation

P: Algunos miembros de mi Conferencia dicen que no ayudarán a alguien que les mienta. El Papa Francisco ha dicho que alguien que miente está desesperado. Creo que deberíamos ayudar a alguien que lo necesite incluso si nos ha mentido. Sí, confronta la mentira, pero muestra misericordia. ¿Hay algo en la Regla u otra literatura Vicentina que aborde esta situación?

R: La gente miente por varias razones: algunas por desesperación, algunas porque se adapta a su forma de vida, algunas simplemente porque les dará algo. Decir mentiras es un pecado, lo que significa que un mentiroso es un pecador como todos nosotros. Dios está dispuesto a perdonar a todos los pecadores; ¿no deberíamos estar dispuestos a hacer lo mismo?

En la Regla, Parte I, Artículos 1.8 dice, los Vicentinos sirven al pobre con alegría, prestándoles atención y respetando sus deseos, ayudándolos a sentir y recobrar su dignidad propia, ya que todos somos creados en la imagen de Dios. En el pobre, ellos ven al Cristo sufriente. Los miembros observan la más completa confidencialidad cuando proveen bienes materiales o cualquier otro tipo de ayuda. El artículo 1.9 dice, los Vicentinos tratan de establecer relaciones basadas en la confianza y la amistad. Conscientes de su propias flaquezas y debilidades, sus corazones laten en conjunto con el latido del pobre. Ellos no juzgan a los que sirven. Al contrario, tratan de entenderlos como si fuesen con un hermano o hermana.

Cuando entrevistamos a alguien que está pidiendo ayuda, depende de nosotros hacer la debida diligencia para determinar si la necesidad es real y si debemos ayudar. ¿Fue la mentira un factor determinante a la hora de dar la asistencia? Si la mentira no fue un factor determinante a la hora de decidir qué hacer, ¿realmente influye en la ayuda futura? ¿Deberíamos, nosotros Vicentinos, haber investigado más, antes de aceptar ayudar? A veces, en nuestra disposición a ayudar a las personas, no hacemos todo lo que deberíamos para asegurarnos de que la necesidad sea real.

P: ¿Hay algo en la Regla o en el Manual que impida que una persona sirva como Presidente de su Consejo de Distrito y Presidente de su Conferencia individual simultáneamente? Si es así, ¿podría una persona ocupar diferentes cargos dentro del Consejo y la Conferencia? es decir, Presidente del Consejo y Tesorero de la Conferencia?

R: No es un problema de la Regla y los Estatutos que un Presidente del Consejo también desempeñe el cargo de Presidente de la Conferencia. No obstante, no se recomienda debido a las responsabilidades, incluida la votación, que acompañan a cada puesto.

Las siguientes circunstancias deben ser tratadas claramente y determinadas por el Consejo antes de permitir que una persona sirva en ambos papeles electos:

  • Cuando un Presidente del Consejo ocupa también el puesto de Presidente de la Conferencia, ¿obtiene dos votos en la reunión del Consejo? ¿uno de Presidente de la Conferencia y uno como Presidente del Consejo?
  • ¿Quién representa a la Conferencia en la reunión del Consejo?

Estos deben ser respondidos antes de que él o ella asuma el cargo.

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