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04-28-2022 Questions and Answers
04-28-2022 Questions and Answers 1200 628 admin

Q: Do we need to put the non-discrimination policy in the Bylaws or keep it with other policies such as the Conflict-of-Interest policy? 

A: Conferences must define the non-discrimination policy and include it in the bylaws. The Non-Discrimination Policy is found on the national website. Click here: https://members.ssvpusa.org/information-for-members/policies-procedures/. Also check with local legal counsel to be sure it is valid for your state and local government requirements.

Q: Our Conference (Conference A) has been requested by a friend in need to provide payment for their motel stay. They are located in Conference B’s area. We contacted Conference B and were told by the President that they helped this family with one week’s stay at the motel.  No red flags were indicated. Conference A told Conference B that they told the family one week was all they were getting, and they would not receive assistance from our Conference (Conference A). Is this proper? 

A: When encountering someone requesting help who lives in another Conference’s (Conference B) boundaries, it is appropriate and common courtesy to contact the other Conference to seek advice and any cautions they may want to share. It is then up to your Conference (Conference A) to decide what you will or will not do in the way of assistance. Conference B cannot speak for you or direct you about what kind of help to give or not give. It is your Conference’s decisions on if, when and how much to help those who come to you.

Spanish Translation

P: ¿Necesitamos poner la Política de no discriminación en los estatutos o mantenerla con otras políticas, como la Política de conflicto de intereses? 

R: Las conferencias deben definir la política de no discriminación e incluirla en los estatutos. La Política de No Discriminación se encuentra en el sitio web nacional. Haga clic aquí: https://members.ssvpusa.org/information-for-members/policies-procedures/ . Consulte también con un abogado local para asegurarse de que sea válido para los requisitos de su gobierno estatal y local.

P: Un amigo con necesidades solicitó a nuestra Conferencia (Conferencia A) que pague su estadía en un motel. Están ubicados en el área de la Conferencia B. Nos pusimos en contacto con la Conferencia B y el presidente nos dijo que ayudaron a esta familia con la estadía de una semana en el motel, sin problemas. La Conferencia A le dijo a la Conferencia B que le dijeron a la familia que una semana era todo y que no recibirán asistencia de nuestra Conferencia (Conferencia A). ¿Es esto correcto?

R: Cuando se encuentra con alguien que solicita ayuda y que vive en los límites de otra Conferencia (Conferencia B), es apropiado y de cortesía común comunicarse con la otra Conferencia para buscar asesoramiento y cualquier advertencia que deseen compartir. Después, es para su Conferencia (Conferencia A) decidir qué hará o no en cuanto a la asistencia. La Conferencia B no puede hablar por usted ni indicarle qué tipo de ayuda debe brindar o no. Son las decisiones de su Conferencia sobre cuándo y cuánto ayudar a aquellos que acuden a usted.

The Need for Risk Management – Part 3
The Need for Risk Management – Part 3 1200 628 admin

We conclude our series of excerpts from an article in the Smart Risk Management Manager’s Training Workbook on the five core principles of Risk Management.  This week’s focus is on the fourth and fifth of those principles – Empathy and Fairness.

Core Principle #4 – Empathy

Managerial empathy is the ability to identify with your employees so you can understand their feelings and needs.  Smart Risk Managers always try to place themselves in their employees’ shoes.  Remember – employees are not just numbers, write-offs or sources of risk, but valuable team members who, like you, have fears, needs and hopes.

Managers who fail to practice managerial empathy tend to experience higher turnover, increased risk and more wrongdoing.  Smart Risk Managers understand that:

  • Most employees view their job as important. Employees are sensitive to decisions that affect their job.
  • Even a minor incident can have a significant effect not only on an employee’s job or career, but also on his or her personal life.
  • Employees have concerns – real or imagined – regarding their jobs, and these should be routinely addressed.
  • Employees fear reporting wrongdoing, especially when they believe that reporting may place them at risk or, in some manner, significantly impact them. A Smart Risk Manager takes great care to keep a report of wrongdoing confidential by telling only those who have a “need to know.”

Core Principle #5 – Fairness

Fairness begins with respect and dignity for all employees.  A Smart Risk Manager understands and values the importance of all employees, regardless of their race, color, national origin, religion, gender, age, disability or position on the organization chart.  Fairness in the workplace demands that you:

  • Uniformly and consistently apply laws, regulations, rules, policies, procedures and practices to all employees. No employee is above or below the law or your organization’s rules and policies.
  • Put aside your personal prejudice, bias and fear when managing employees.
  • Make objective
  • Never consider an employee’s physical, mental, ethnic, racial, social or religious background, characteristics, capabilities, beliefs, gender or age when making management decisions, such as hiring, firing, promotions, raises, benefits and training.
  • Eliminate unfair management practices, even if such practices have occurred in the past.

We hope you have found this information on Risk Management to be helpful.

4-21-2022 Questions and Answers
4-21-2022 Questions and Answers 1200 628 admin

Q: What process, i.e., Board voting, Executive decision, etc., does the Society take to endorse any legislative efforts?

A: The National Voice of the Poor Committee identifies legislation that affects the Society and the people we serve.  The Committee takes into account the positions held by other Catholic organizations as well: USCCB, Catholic Charities, etc.  The VOP Committee makes recommendations to the National President about what legislation to support or not. The President is free to confer with others.  Only the National President can speak for the Society in the USA.  Local legislative concerns follow the same process under the local Diocesan President.

Q: Can a Deacon serve as chair for the Council’s Voice of the Poor committee?

A:  The VOP is a committee, and committees can be headed by a deacon.  There is nothing that prevents a deacon from being a committee chair.  Being a committee chair does not give the deacon a vote on the board or Council. A deacon who is the committee chair can vote on committee matters since committees do not make final decisions, serving only as advisors to the local Board and President.

Spanish Translation

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

R: El Comité Nacional de la Voz de los Pobres (VOP) identifica la legislación que afecta a la Sociedad y también a la gente a la 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. El presidente es libre de consultar con otros. Solo el Presidente Nacional puede hablar por la Sociedad en los Estados Unidos. Las preocupaciones legislativas locales siguen el mismo proceso bajo el presidente diocesano local.

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

R:  El VOP es un comité, y los comités pueden estar encabezados por un diácono. No hay nada que impida que un diácono sea presidente de un comité. Ser presidente de un comité 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.

04-14-2022 Questions and Answers
04-14-2022 Questions and Answers 1200 628 admin

Q: Are we supposed to delete all history from ServWare that is more than three years old to avoid too much paperwork or to give a fresh start after three years?

A: When it comes to case records, it is good to know a little history, but going back beyond three years may not be necessary. Even for those we help routinely, we really don’t need to know beyond three years. If we go back too far, it could be that we are looking for a way to say “no” rather than say “yes.” All things considered; this is a local decision.

Q: Are there any general guidelines on interviewing our friends in need? Is there a guide for interviewers on Do’s or questions not to ask?

A:  Guidance for Home Visits and interviews can be found in two new books on the website: Vincentian Life: Conference and Vincentian Life: Member.  These files may be found on the National Council’s website Leadership tab under the category of Basics About Conferences. Click here.

Spanish Translation

P: ¿Debemos eliminar todos los archivos de ServWare que tenga más de tres años para evitar demasiado papeleo o para comenzar de nuevo después de tres años?

R: Cuando se trata de registros de casos, es bueno saber un poco de historia, pero es posible que no sea necesario retroceder más de tres años. Incluso para aquellos a quienes ayudamos de manera rutinaria, realmente no necesitamos saber más allá de los tres años. Si retrocedemos demasiado, podría ser que estemos buscando una manera de decir “no” en lugar de decir “sí”. Pero esta es una decisión local.

P: ¿Existen pautas generales para entrevistar a nuestros amigos con necesidades? ¿Existe una guía para los entrevistadores sobre lo que se debe hacer o las preguntas que no se deben hacer?

R:  Se puede encontrar orientación para visitas domiciliarias y entrevistas en dos nuevos libros en el sitio web: Vida Vicentina: Conferencia y Vida Vicentina: Miembro. Estos archivos se pueden encontrar en el Portal de Extensión del sitio web del Consejo Nacional en la categoría de Capacitación de Oficiales de Conferencias. Haga clic aquí: https://members.ssvpusa.org/leadership/.

The Need for Risk Management – Part Two
The Need for Risk Management – Part Two 1200 628 admin

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.

The Need for Risk Management
The Need for Risk Management 1200 628 admin

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.

04-07-2022 Questions and Answers
04-07-2022 Questions and Answers 1200 628 admin

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.

 

A Message From Bishop John Quinn
A Message From Bishop John Quinn 1200 628 admin

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.

03-31-2022 Questions and Answers
03-31-2022 Questions and Answers 1200 628 admin

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.

Questions and Answers 3-24-2022
Questions and Answers 3-24-2022 1200 628 admin

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.

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