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  • Jill Pioter

2-17-2022 Questions and Answers
2-17-2022 Questions and Answers 1200 628 Jill Pioter

Q: We have a separately incorporated store who is choosing to operate independently from the Council. What do we need to consider in discussing this with them?

A: Every effort must be made to recover the members and store operation. The following are considerations related to what might occur.

  • All entities of the Society operating within a Council area are subject to the authority of that Council regardless of whether or not they are independently incorporated.
  • The authority of the Council is recognized and acknowledged by the Council General International when the Council was instituted.
  • Failure of the store or special work to recognize that authority is grounds for that entity to be removed from the Society. This does not give the store or special work authority to continue in operation outside of the Society. The assets of the store or special work were acquired under the name of the Society and, therefore, the store or special work must be dissolved and the assets returned to the Society.
  • In some cases, actions may warrant formal removal of some members from the Society.

Possible outcomes are not absolute; every effort must be made to reconcile and recover.

Q: Is there anything in the Rule that covers discussions of those we serve via email? What about sending mail to spouses that are not both Vincentians but share an email address? 

A: Confidentiality is highly emphasized within the Society. The Rule does not address technology and it shouldn’t since technology changes and improves constantly. Information about those we serve and who they are can only be shared among Vincentians unless specific written and signed authorization is given by the those we serve. So, email may be used to discuss information about those we serve as long as that information is protected and not allowed to be seen by those who are not Vincentians. That email should not be forwarded to non-Vincentians and, if printed, should not be allowed to be seen by non-Vincentians. If you cannot ensure this, then don’t use email. This concept holds true for Conference minutes, lists of active people we serve, treasurer reports, etc.  A shared email address may be used as long as all parties to that shared email understand and are willing to comply with our confidentiality standards.

Spanish Translation

P: Tenemos una tienda incorporada por separado que está eligiendo operar independientemente del Consejo. ¿Qué debemos tener en cuenta al hablar de esto con ellos?

R: Se debe hacer todo lo posible para recuperar los miembros y el funcionamiento de la tienda. Las siguientes son consideraciones relacionadas con lo que podría ocurrir.

  • Todas las entidades de la Sociedad que operan dentro del área de un Consejo están sujetas a la autoridad de ese Consejo independientemente de si están o no incorporadas de manera independiente.
  • La autoridad del Consejo es conocida y reconocida por el Consejo General Internacional cuando se instituyó el Consejo.
  • Si la tienda o el trabajo especial falta de reconocer esa autoridad, es motivo para que esa entidad sea removida de la Sociedad. Esto no le da autoridad a la tienda o trabajo especial para continuar operando fuera de la Sociedad. Los bienes de la tienda o obra especial fueron adquiridos a nombre de la Sociedad y, por tanto, la tienda o obra especial debe ser disuelta y los bienes devueltos a la Sociedad.
  • En algunos casos, las acciones pueden justificar la remoción formal de algunos miembros de la Sociedad.

Los resultados posibles no son absolutos; se debe hacer todo lo posible para reconciliarse y recuperarse.

P: ¿Hay algo en la Regla que cubra las discusiones de aquellos a quienes servimos por correo electrónico? ¿Qué pasa con el envío de correo a cónyuges que no son Vicencianos pero comparten una cuenta?

R: La confidencialidad es muy enfatizada dentro de la Sociedad. La Regla no aborda la tecnología y no debería hacerlo, ya que la tecnología cambia y mejora constantemente. La información sobre aquellos a quienes servimos solo se puede compartir entre los Vicentinos, a menos que aquellos a quienes servimos otorguen una autorización específica por escrito y firmada. Por lo tanto, el correo electrónico se puede usar para discutir información sobre aquellos a quienes servimos, siempre que esa información esté protegida y no se permita que la vean quienes no son Vicentinos. Ese correo electrónico no debe enviarse a personas que no sean vicentinas y, si se imprime, no debe permitirse que los no Vicentinas lo vean. Si no puede asegurar esto, entonces no use el correo electrónico. Este concepto es válido para las actas de la Conferencia, las listas de personas activas a las que servimos, los informes del tesorero, etc. Se puede usar una dirección de correo electrónico compartida siempre que todas las partes de ese correo electrónico compartido comprendan y estén dispuestas a cumplir con nuestros estándares de confidencialidad.

  • Jill Pioter

A Vitally Important Relationship
A Vitally Important Relationship 1200 628 Jill Pioter

OUR RIGHT TO EXIST

The Society’s right to exist as a Catholic lay association is set out in Canon Law. However, we cannot do so without permission. We are allowed as a Catholic lay organization to serve within the diocese at the pleasure of and with the support of the Bishop. The Bishop has the right and authority to invite us to operate in his diocese as well as the right and authority to tell us to close up shop and leave. This holds true at the parish level as well. A Conference operates in the parish with the permission of the Pastor. It is extremely important to the Society that Council and Conference Presidents maintain an excellent relationship with the Bishop and Pastors in the Diocese. More so, it is the responsibility of the President to ensure that the relationship is a good one.

REGULAR REPORTING

The Bishop should be furnished with a full report of our activities, our results and our goals at least annually in a personal visit by the Council President. It should include ALL of our service by Conferences and Councils that exist within the Diocese. It should also include our National Consolidated Annual Report so the Bishop can assess our total impact and compare his Diocese to the rest of the dioceses in the country. As with the Bishop, the Pastor of a parish where a Conference exists should be furnished with a summary report of our activities and results at least annually in a personal visit by the Conference President. Quarterly, would be better if the Pastor has time. The Parishioners who support our work should have at least an annual report of how their money was used. This can be done in the parish bulletin or some similar method.

SPECIAL SITUATIONS

The Bishop and/or Pastor should be informed immediately of any incident that occurs that could result in significant harmful conflict or publicity. The Bishop and/or Pastor should never be placed in the role of having to clean up our mess. The Society should be proactive (after consulting with the Bishop and/or Pastor where appropriate) in dealing with any situation that comes up. Bishops and Pastors expect the Society to operate on its own, only keeping them informed where necessary. Resolve all differences with the Clergy no matter how small as soon as possible in a spirit of cooperation and common goal.

  • Jill Pioter

Stores and Special Works
Stores and Special Works 1200 628 Jill Pioter

NO STANDALONE STORES OR SPECIAL WORKS

One essential principle must be kept in mind. No store or other special work can exist as a standalone entity within the Society. Every store and/or special work must be owned and operated by a Council or Conference. A Council or Conference, for specific reasons, may set up a store or special work with its own Tax ID and tax exemption; however, the entity must still be clearly designated through all of its organizing documents as a subsidiary of the Council or Conference that established it. The store’s or special work’s information must also be included in the annual report of the Council or Conference that owns and operates it. It is directly contrary to the Rule to establish a special work as a standalone organization using the Society’s resources to do so. This would be the equivalent to giving SVdP funds to an outside organization, a direct conflict with the Rule.

COMMITTEES

All stores and special works committees report to the Council or Board. The committee is advisory and a resource of time and talent, not managerial. Staff of the stores and special works are given their responsibilities by the Council through its President or by the Council through a Chief Executive Officer/ Executive Director.

PURPOSE

All stores and special works exist for the furtherance of our core missions – not for building a business within the Society. Saving profits to open another bigger, better store or special work is not Vincentian work if little or none of the income goes to the poor. One store in the Western Region was saving all of its profit for several years to open a bigger store. No money was going to the poor. The SVdP mission must be kept in mind and movement toward it at all times.

BY VINCENTIANS

All stores and special works are controlled and operated for our missions by Vincentians. All stores and special works have the element of Vincentian person-to-person service to God’s poor. We do not hire staff or an outside group or business to exclusively service those in need. The Council, not the staff, makes the overall policy decisions to establish stores and special works. The Council may delegate some of the day to day work to the staff through the President or the Chief Executive Officer/Executive Director. If there are no Vincentians directly involved in the operation of the stores or special works, it should be reexamined to determine if it truly meets our Vincentian Rule.

  • Jill Pioter

National Reentry Task Force (NRTF) / Immersion Mentors Now Available
National Reentry Task Force (NRTF) / Immersion Mentors Now Available 1200 628 Jill Pioter

Each year more than 600,000 individuals are released from state and federal prisons. Another nine million cycle through local jails. More than two-thirds of prisoners are rearrested within three years of their release and half are reincarcerated. These are staggering statistics.  In fact, nationally, nearly 30% of those we serve have been directly impacted by incarceration.

In order to proactively respond, has your Council or Conference ever thought about taking on a reentry program? You may ask, what is reentry, what does it mean? Reentry is the process of leaving jail or prison and returning to society. Reentry programs are designed to assist returning citizens with a successful transition to their community after they are released.

If this seems like a worthwhile project to undertake, but possibly too daunting a challenge, consider working with one of the many SVdP existing programs operating throughout the nation. Just as mentoring is a key component in an effective Reentry program, members of the NRTF and Immersion are offering to mentor any SVdP Diocesan Council, District Council, or Conference that wants to begin a program in their community.

In the same way Conferences respond to the specific needs of their communities, so do Reentry programs focus on the needs in their local areas – perhaps the local jail or a nearby prison. Every program takes on key components and designs a program that fits the needs of their local returning citizens. Most are challenged first with the need for housing and jobs to create stability in their lives. Community and spiritual support are also offered along the way.

If you haven’t started a program and would like someone to guide you through the process or if you are in the beginning stages and need assistance connecting with the essential people at the Department of Corrections, Sherriff’s Office, or any of the local officials whose support is necessary, please contact reach out to a member of the National Reentry Task Force or an appropriate staff with the National Council, and you will be connected with a mentor who can walk you through the steps needed to provide this essential service to a vulnerable segment of our population.

With questions or to have a conversation, please contact Heather Fullerton at hfullerton@svdpusa.org or Steve Havemann, Co-Chair of the Reentry Task Force at execdir@svdpdsm.org

Thank you,

Judy Dietlein, National Reentry Task Force Member

  • 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.

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No Surprises Act/Transparency in Coverage information for the National Council is available here.

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