Trustee Handbook 2021 by SVP Ireland

Trustee Handbook for Members of the National Management Council January 2022

INTRODUCTION

The Society of St Vincent de Paul is a worldwide Christian community, founded in Paris in 1833. The vocation of the Society’s Members is to follow Christ through service to those in need. The Society was founded in Ireland in 1844 and has over 11,000 Members. No work of charity is foreign to the Society. In pursuit of this ideal, and of the Mission that the Society in Ireland has set itself of providing support and friendship to the people we assist, promoting their self-sufficiency and working for social justice - we are involved in a wide and diverse range of activities. The Society is an unincorporated association. Our Constitution - the Rule for the Society of St Vincent de Paul, Ireland – makes the National Management Council the directive, coordinating and management body of the Society in Ireland. The Members of the NMC have considerable duties and responsibilities under the Rule. They also have considerable duties and responsibilities as Charity Trustees under legislation including the Charities Act 2009, under which the Society both North and South is regulated; and under other legislation as it applies to the various activities carried on by the Society. The purpose of this Trustee Handbook is to support the Members of the NMC in understanding and exercising these duties and responsibilities. The Handbook outlines them and describes how NMC meetings are organised to enable the NMC to carry them out and how the NMC is assisted in its tasks by its sub-Committees. The Handbook then describes the Society in respect of which the NMC’s duties and responsibilities are exercised, its various parts and special works and how they are organised and run, and how the Members and the various parts and special works are supported by the Society’s staff at Headquarters, throughout the SVP Regions and in its special works. National Management Council Handbook

The Society in Ireland operates under the Rule, under common law and under the Charities Act. The Charities Regulator Charities Governance Code sets the governance requirements it must meet, including making a Declaration to the Regulator every year as to the state of its compliance with the Code. In addition, the Society itself has laid down policies and procedures to guide its Members and staff and govern their activities. To provide an overview of the Society and its structures and the remits of the NMC sub-Committees; links to important documents; and an overview of SVP policies, the Handbook ends with a series of Appendices. These provide an extract from the Society’s Annual Report for 2020; show the structure of the Society, and of the National Office / Shared Services; provide a summary of the terms of reference of the NMC sub-Committees; give links to the Society’s website, the Rule of the Society of St Vincent de Paul Ireland, the Charities Regulator’s Charities Governance Code and Compliance Record Form and the Society’s Visitation Handbook; and list all the Society’s policies. The Handbook is intended both as an introduction for new Members of the NMC and as an ongoing resource for existing Members. Its contents will be kept under review and updated from time to time as appropriate, especially in advance of the formation of each new NMC. Readers are reminded that the Handbook is of necessity a summary only: it does not deal exhaustively with the matters it describes.

Governance Committee January 2022

National Management Council Handbook

TABLE OF CONTENTS

PART 1

HANDBOOK FOR NATIONAL MANAGEMENT COUNCIL [NMC] MEMBERS

CHAPTER 1 VALUES AND MISSION, TRUSTEE ROLES AND RESPONSIBILITIES, LEGISLATIVE RESPONSIBILITIES 05) 06) 07)

The Legal Structure of the NMC 10 The NMC and its Role and Responsibilities 10 Responsibilities, Liability and General Duties of NMC Members as Charity Trustees 10

09) 10)

Additional duties under the Charities Act 2009 11 Principles of Charity Governance, and Obligation to complete Compliance Record Form 11 Obligation to Comply with other Legislation 12 Northern Ireland Charities Act 2008 12 Safeguarding 13 SVP National Child Safeguarding Statement 14 GDPR 15

12) 13) 14) 15) 15) CHAPTER 2

CODE OF CONDUCT FOR MEMBERS OF THE NATIONAL MANAGEMENT COUNCIL

05) 06) 07) 09) 06) 07) 09)

Introduction 16 General Standards 17 Independence 17 Understanding their role 17 NMC Meetings 18 Volunteers and Employees 18 Legal Requirements & Policies 19

09)

Conflict of Interest and Conflict of Loyalty Policy

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20 3

06) 07) 09) 06) CHAPTER 3

Conflicts of Interest Conflicts of Loyalty Examples of Conflicts of Interests Managing Conflicts of Interests

20 20 21 22

THE NMC AND HOW IT OPERATES

05) 06) 07)

Composition of NMC 23 Attendees/Non-Trustee Members 23 How the NMC carries out its Role and Responsibilities 23

09) 10) 12) 13) 14) 14) 15)

Matters Requiring NMC Approval 24 NMC Meetings 24 National Co-ordinating Committee 24 NMC Papers /Agendas 25 The NMC Sub-Committee Structure 25 Current Sub-committees 27 National Council 27

CHAPTER 4 ACCOUNTABILITY AND TRANSPARENCY 05) 06) 07) 09) 06) 4

Conference and Council Level 28 Special Works 29 Council of Ireland 29 The Society’s Annual Report (AR) and Accounts 29 Charities Governance Code Compliance Record, and Declaration to the Charity Regulator 30 National Management Council Handbook

PART 2

HOW THE SOCIETY IS ORGANISED TO CARRY OUT ITS MISSION

CHAPTER 5 (1) MEMBERS, CONFERENCES, AREA AND REGIONAL COUNCILS 05) 06) 07)

Volunteers 33 Conferences 33 Visitation Conferences 34

09) 10) 12) 12) 13)

Special Works Conferences 34 Operation of Conferences 34 Area Councils 34 Regional Councils 35 Visitation Handbook 35

CHAPTER 6 (II) SPECIAL WORKS 05) 06) 07) 09) 06)

Service Provision 36 Homeless Services 36 Social Housing 38 Child and Family Services 41 Retail Operations 43

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CHAPTER 7 05) 06) 07)

National Office 45 Functional Departments 47 Online Treasurers Book System (Agresso) 48

09) 10) 13) 14)

CRM - Client Relationship Management System 48 Income and Expenditure 49 Authority Levels / Approvals Matrix 49 Internal Controls Guide 50 Audit and Risks Committee (ARC) 50

15) 15) 15)

Internal Audit 51 Insurance Policy Types (ROI) 51 Northern Ireland Insurance Covers 2021/2022 53

CHAPTER 8 05) 06) 07)

(III) SVP NATIONAL OFFICE

(IV) COMMUNICATION AND ADVOCACY SVP Social Justice 54 Young SVP 55 Twinning 56

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PART 3

APPENDICES

APPENDIX 1 EXTRACT FROM THE ANNUAL REPORT 2020 58 APPENDIX 2 SOCIETY STRUCTURE 62 APPENDIX 3 ORGANISATION CHART OF NATIONAL OFFICE 63 APPENDIX 4 SUMMARY OF THE TERMS OF REFERENCE OF NMC SUB-COMMITTEES 65 APPENDIX 5 LINKS 68 APPENDIX 6 SVP POLICIES 69 05) General 69 05) Safeguarding 69 05) Financial 69 05) Homeless Services 70 05) GDPR 71 05) HR 72 05) NMC 74

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PART 1 HANDBOOK FOR NATIONAL MANAGEMENT COUNCIL [NMC] MEMBERS

Chapter 1. VALUES AND MISSION , TRUSTEE ROLES AND RESPONSIBILITIES, LEGISL ATIVE RESPONSIBILITIES Values and Mission of the Society The Rule for the Society of St Vincent de Paul, Ireland is the Constitution of the Society in Ireland. It provides that the purposes and objects of the Society are the prevention and relief of poverty and economic hardship and such other purposes that are of benefit to the community for the purposes of charities legislation and which are identified by the National Council (for the National Council, see Chapter 3). In accordance with this provision, the Society has set out its Mission Statement. In summary, the Mission Statement declares that the Society is a Christian voluntary organisation, working with people experiencing poverty and disadvantage and seeking to respond to the call every Christian receives to bring the love of Christ to those in need; and that we are involved in a diverse range of activities characterised by:

Support & Friendship, through person-to-person contact with those we assist, respecting their dignity and fostering self-respect, assuring confidentiality and endeavouring to establish relationships based on trust and friendship.

Promoting Self-Sufficiency,

promoting self-sufficiency, helping those we assist to achieve self-sufficiency and the sense of selfworth that this provides, and enlisting specialised help where necessary.

Working for Social Justice, identifying the causes of poverty

and social exclusion and in solidarity with people experiencing poverty and disadvantage, advocating and working for the changes required to create a more just and caring society. National Management Council Handbook

1. The Legal Structure of SVP The Society is an unincorporated association, structured on contract between the Members. SVP has no legal ‘personality’ distinct from the aggregate of the individuals who form its Membership. This contrasts with a company, which has a legal existence that is separate from the legal personality of its Members. The legal relationship between a Member of the Society and non-Members is governed by the general law. The Society and the International Society are distinct legal entities.

The NMC and its Role and Responsibilities The Rule provides that the body responsible for the management of the Society is the National Management Council (NMC). The Rule contains an extensive description of the NMC’s role and responsibilities. In summary, the NMC is the directive, coordinating and management body of the Society in Ireland and sets the policy of the Society, consistent with the Mission Statement. When setting any policy, the NMC must adhere to the law (including charities legislation) and must ensure that the basic principles and spirit of the Society are respected. The NMC is responsible for the overall direction, control and management of the activities of the Society at national, regional, area and local level and in respect of the Society’s special works. It must promote and give effect to the objects and purposes of the Society; oversee the implementation of the Society’s policies; and direct, coordinate and manage the work of the Society as a whole, and in doing so keep in regular contact with Members, Conferences and councils and keep them informed of the Society’s activities.

Responsibilities, Liability and General Duties of NMC Members as Charity Trustees NMC Members are the Trustees of the Society in Ireland and have, therefore, the responsibilities, liability, and duties of charity trustees. Charity trustees are responsible for the affairs of their charity and must carry out their duties diligently. If they fail to do so they may be guilty of a breach of trust. Charity trustees may be held personally liable for any loss or damage that their charity sustains as a result of their actions. [However, if it can be shown that the charity trustees have acted honestly and reasonably then they may not be personally liable]. 10

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1. The Charity Regulator’s Guidance for Charity Trustees 2017 says that the general duties of charity trustees come from common law and lists what it describes as “some of the main ones” as follows, noting that it is not an exhaustive list: comply with your charity’s governing document, ensure that your charity is carrying out its charitable purposes for the public benefit, act in the best interests of your charity, act with reasonable care and skill, manage the assets of your charity, and make appropriate investment decisions. The Regulator’s Charities Governance Code 2018 states the fifth of these as “manage your charity’s resources responsibly”and adds a duty to“be accountable and comply with the law”.

Additional duties under the Charities Act 2009 The Charity Regulator’s Guidance goes on to point out that the Charities Act 2009 sets out additional duties for charity trustees.

They must ensure that: their charity is registered on the Regulator’s Register of Charities. their charity keeps proper books of account. their charity prepares and furnishes annual accounts to the Charities Regulator. their charity prepares and furnishes an annual report to the Charities Regulator the Charities Regulator is informed if they are of the opinion that there are reasonable grounds for believing a theft or fraud has occurred (Disclosure Obligation) and they comply with directions issued by the Regulator.

Principles of Charity Governance, and Obligation to complete Compliance Record Form The Charity Regulator issued a Charities Governance Code in 2018. The Code points out that good governance involves putting in place systems and processes to ensure that the trustees’ charity achieves its charitable objectives with integrity and is managed in an effective, efficient and transparent way. National Management Council Handbook

1. The Code consists of six principles of governance that all charities should apply; core standards that the Regulator expects all charities to meet when putting the principles into action; and additional standards that reflect best practice for bigger, more complex charities (the Society is clearly one of these).

The six principles are that the charity is: advancing its charitable purpose, behaving with integrity, leading people, exercising control, working effectively, and being accountable and transparent. Each year from 2021 onwards, a charity must submit with its Annual Report to the Regulator a Declaration as to the state of its compliance with the Code. The charity must declare whether it is fully compliant (Declaration A); or is partially compliant, with text to explain which standards it is not in compliance with, and why (Declaration B); or has not started implementing the Code, with an explanation of why not (Declaration C). A charity with Declaration A will have the declaration publicly displayed on the Charities Register; a charity with Declaration B will not, unless it specifically asks that it be shown, along with the reason for partial compliance; a charity with Declaration C will not have its declaration visible on the Register.

Obligation to Comply with other Legislation Charity trustees may well have obligations under other legislation, of course, and the Regulator’s Guidance for Charity Trustees is careful to point this out. It is obviously true in the Society’s case, given the wide and diverse range of activities in which it is engaged. These give rise, for example, to obligations under legislation dealing with data protection, employment, health and safety and the protection of children and vulnerable people.

Northern Ireland Charities Act 2008 NI Charity Act Section 167 organisations are organisations governed by another jurisdiction’s law but operate in Northern Ireland. Under Section 167 of the Charities Act (Northern Ireland) 2008, these are organisations that are not charities under the law of Northern Ireland and were established outside of Northern Ireland, but which operate for charitable purposes in or from Northern Ireland. 12

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1. These organisations may be required to apply for registration with the Commission; however, they may be subject to different annual reporting obligations. Section 167 institutions will not be called forward until the Department for Communities has enacted that section of the legislation and made regulations outlining financial statements and statements of activities which such institutions will be required to submit to the Commission. Further details will be available once the regulations are made and consulted on. The NI Commission’s will contact organisations waiting to be contacted, known as “section 167 organisations” when the relevant section of the Charities Act (Northern Ireland) 2008 is commenced.

Safeguarding Safeguarding and Garda Vetting/Access NI The Society of Saint Vincent de Paul (SVP) is committed to creating a safe, healthy, and inclusive environment for all, particularly, the children, young people and vulnerable adults whom we assist. We are always committed to ensuring their safety and welfare through upholding children’s rights specifically and human rights generally. The National Safeguarding Manager, is available to provide information and advice through our National Office. We endeavour to safeguard children, young people and vulnerable adults by: Reporting concerns to Statutory Authorities who need to know and involving parents, carers, children, young people and vulnerable adults appropriately; Sharing information about child and vulnerable adult protection and good practice with children, young people, vulnerable adults, parents, carers, Members, volunteers and employees; Recognising the welfare of the child is of paramount importance; Recognising the risks posed to vulnerable adults; Adopting child and vulnerable adult protection guidelines through a code of conduct for Members, volunteers and employees; Following carefully the procedures laid down for the recruitment and selection of Members, volunteers and employees; Providing for Members, volunteers and employees through, supervision, support and training. All our volunteers and staff engage in a rigorous recruitment and selection process prior to having access to children, young people or vulnerable adults: Completing a written application form; Signing a declaration stating that there is no reason why they would be considered unsuitable to work with children, young people and vulnerable adults; Providing photo identification (passport / driving license) which verifies their identity, name and DOB; Attending for interview; Providing references; Undergoing Garda Vetting.

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1. SVP National Child Safeguarding Statement SVP provides educational and recreational activities and services to children under 18 years of age nationally through our network of Regions and local Conferences. SVP is committed to safeguarding children by working under the guidance of our national safeguarding policies and procedures. Our Members, non-Member volunteers and staff are committed to creating a safe environment for children and young people to grow and develop. Each SVP Children’s Activity or Service will conduct a specific written risk assessment and child safeguarding statement in line with Children First Act 2015, Protection for Persons Reporting Child Abuse Act 1998, NVB Act 2012 and 2016, Children First Guidance 2017 and Tusla Guidance on Developing a Child Safeguarding Statement. Children First Guidelines 2017 and Tusla Guidance on Developing a Child Safeguarding Statement. The written risk assessment indicates the areas of potential harm, the likelihood of harm occurring, and lists the required policy, guidance, process and practice required to alleviate the risks.

Risks are identified in the following categories: Recruitment and selection. Reporting procedure. Conduct of volunteers, employees. Technology and social media. Overnight and residential trips. General risk of harm; In addition to service specific risk assessments the following procedures are in place throughout SVP as part of our safeguarding policies and procedures: Procedures for managing allegations of abuse or misconduct by volunteers or employees against a child availing of our services. Procedures for the safe recruitment of volunteers or employees to work with children in our services. Procedures to access child safeguarding training, including the identification and reporting of harm. Procedures for reporting child protection and welfare concerns to Statutory Authorities. 14

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1. SVP recognises that implementation is an ongoing process – we are committed to the implementation of this Child Safeguarding Statement and the procedures that support our intention to keep children safe from harm. Each children’s service or activity will complete a risk assessment and specific safeguarding statement and submit to SVP Regional President who will submit to SVP NMC for compliance purposes.

GDPR SVP are committed to protecting any personal information we obtain about you, whether you are just visiting our website or are looking for help, a financial supporter, volunteer, or campaigner. This Privacy Policy sets out how we obtain, use and protect any personal information you provide to us, whether online, via phone, text, email, in letters or in other correspondence.

This privacy policy explains the following: What information SVP may collect about you; How SVP will use information we collect about you; When SVP may use your details to contact you; Whether SVP will disclose your details to anyone else; Your choices regarding the personal information you provide to us; The use of cookies on the SVP website, and How you can exercise your choices in relation to those cookies. The SVP website contains hyperlinks to websites owned and operated by third parties. These third-party websites have their own privacy policies, including policies on their use of cookies, and we urge you to review them. They will govern the use of personal information you submit, or which is collected by cookies whilst visiting these websites. We cannot accept any responsibility or liability for the privacy practices of such third-party websites and your use of such websites is at your own risk. Contact the SVP DPO svp.dpo@svp.ie.

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Chapter 2. CODE OF CONDUCT FOR MEMBERS OF THE NATIONAL MANAGEMENT COUNCIL Introduction The National Management Council is the directive, co-ordinating and management body of the Society of St Vincent de Paul in Ireland and sets the policy of the Society, consistent with the Mission and Values Statement. The Members of the NMC are the Trustees of the Society for the purposes of the Charities Act 2009.

This Code of Conduct defines the standards of behaviour expected of NMC Members. It should be read in conjunction with: The Rule for the Society of St Vincent de Paul, Ireland (www.svp.ie) The Charity Regulator’s Guidance for Charity Trustees, and The Charity Regulator’s Guidance on Managing Conflicts of Interests. (www.charitiesregulator.ie) SVP Trustee Handbook.

The purpose of defining the standards of behaviour expected of the Trustees of a charity is to ensure that: the charity is effective, open and accountable; the highest standards of integrity and stewardship are achieved, and the working relationship between Trustees, volunteers and employees is productive and supportive. The Society is a Christian voluntary organisation working with people experiencing poverty and disadvantage. Inspired by our principal founder, Blessed Frederick Ozanam, and our patron, St Vincent de Paul, we seek to respond to the call every Christian receives to bring the love of Christ to those in need: “I was hungry, and you gave me food”. NMC Members are expected to be imbued with this ethos in carrying out their role as the Trustees of the Society as it deals with its diverse range of activities and stakeholders. The standards of behaviour expected of all charity trustees are outlined below. 16

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2. General Standards NMC Members are required to adhere to the highest standards of conduct in the performance of their duties. In particular: they must act with honesty and integrity and exercise good judgement: this may include seeking professional advice on appropriate matters on which they do not have relevant expertise. they must act in the best interests of the Society at all times, always taking a wholeof- Society view.

Independence NMC Members must maintain the highest standards of honesty, fairness and independence. In particular: they must act independently, particularly in relation to assets, property and legal and regulatory obligations they must conduct themselves with integrity and in a manner that does not damage or undermine the reputation of the Society or its volunteers or employees. More specifically, they should not put themselves under any financial or other obligation to outside individuals or organisations that might seek to influence them in the performance of their duties; and they must avoid both actual impropriety and any appearance of improper behaviour they must not act in order to gain financial or other benefits for themselves or for anyone connected with them, such as family or friends or any organisation that they own, manage or work for they should avoid accepting gifts or hospitality that might reasonably be thought to influence them in carrying out their role as a charity trustee.

Understanding their Role NMC Members must familiarise themselves with their roles and responsibilities. These are set out in the Rule of the Society, Ireland and in the Charity Regulator’s Guidance for Charity Trustees. In particular, NMC Members must: understand and carry out their roles and responsibilities to the best of their abilities at all times. be prepared to give sufficient time and commitment to fulfilling their role as a charity trustee, adequately preparing for meetings and participating in committees, special events and training / development as required. National Management Council Handbook

2. NMC Meetings NMC Members have a responsibility to attend NMC meetings. Such meetings are of critical importance, as it is at NMC meetings that NMC Members, as charity trustees, exercise their collective authority.

In particular, NMC Members should: read the papers for all NMC meetings aim to attend all meetings, contribute appropriately and effectively at them and avoid dominating the contributions of others always respect the authority of the Chairperson of the NMC, and of the Chairperson of any meeting bring a fair and open-minded view to all NMC discussions, maintain a respectful balance between speaking and listening, treating different views with respect and ensuring that all decisions are made in the best interests of the Society as a whole, irrespective of their own areas of responsibility. bring a genuinely independent perspective to enhance decision-making, given that NMC Members share responsibility for NMC decisions ensure that their contributions are informed and impartial when presenting their views on topics at meetings and listening to and respecting the input and experience of other NMC Members NMC Members should conduct themselves in the same way when attending meetings of NMC sub-Committees.

Volunteers & Employees NMC Members are responsible for providing leadership and guidance to volunteers and employees of the Society. They have a duty of care towards volunteers and employees whilst promoting a culture of respect.

In particular, they should:

aim to support volunteers and employees in carrying out their duties and always, in their conduct, serve as an example of how everyone in the Society should conduct themselves in order to reflect the values of the Society;

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2. work fairly and considerately with everyone, in a way that respects diversity, different roles and boundaries and avoids giving offence; accept and respect the difference in roles between the NMC, volunteers and employees, ensuring that the NMC, volunteers and employees work effectively together for the benefit of the Society and the people it supports and develop a mutually -supportive and loyal relationship by respecting management arrangements and avoiding any actions that might undermine such arrangements; and by not interfering in the performance by volunteers and employees of duties delegated to them, while ensuring that volunteers and employees are held to account by their Conference / Area President, their manager or the Society’s National Secretary as appropriate.

Legal Requirements & Policies NMC Members must have regard to their legal duties and must abide by the Society’s rules and policies.

In particular, they must: act in accordance with the Rule for the Society of St Vincent de Paul, Ireland, which is the Society’s governing document, and ensure that the Society complies with all applicable laws, including charity law, company law, health and safety law, data protection law and employment law. promote and observe the obligations of confidentiality about sensitive board matters. [However, the requirement for confidentiality may not apply if it becomes necessary for an NMC Member to inform the Charities Regulator or any other statutory authority about any matter that could threaten the future of the Society or could represent a breach of any law with which the Society is required to comply.] abide by the Society’s Conflict of Interests and Conflict of Loyalties Policy and ensure that the Society’s conflict of interests register is completed and updated as required. abide by any equality, diversity, safeguarding, health and safety, bullying and harassment policies and any other policies agreed by the NMC. ensure that claims for out-of-pocket expenses are made in accordance with the Society’s agreed procedures on NMC Members’ expenses. [While charity trustees are not remunerated, reasonable out-of-pocket expenses incurred in the performance of charity trustee duties can be paid in accordance with the Society’s agreed procedures on NMC Members’ expenses]. National Management Council Handbook

2. If an NMC Member is found to be in breach of the standards outlined in this Code of Conduct, he or she will be asked to meet the National President, who is Chairperson of the NMC, to assess their suitability for the role of NMC Member. Consistent breach of the Code will result in the NMC Member’s tenure being terminated.

Conflcit of Interest and Conflict of Loyalty Policy The SVP is committed to maintaining an open transparent culture with the highest standards of honesty and accountability. The NMC are obliged to act in the best interest of SVP and in accordance with the Rule and in compliance with legislation. A copy of the Conflict of Interest Policy is available on request. A conflict of interest is any situation in which a Member’s/Volunteer’s/Worker’s personal interests or loyalties could, or could be seen to, prevent them from making a decision only in the best interests of The Society of St Vincent de Paul (SVP). All declared conflicts of interest and/or loyalty will be recorded in the meeting minutes.

Conflicts of Interest A conflict of interest arises where a Trustee’s personal interest or loyalties: Conflict with the interests of SVP Diverge from the loyalty owed by the Trustee to SVP Compete with a duty or loyalty the Trustee has to another organisation or person. A conflict of interest can arise where a Trustee has the potential to benefit personally from his or her position on the Board. Interests can be financial or non-financial and direct or indirect. A conflict of loyalty can arise where a Trustee has obligations to another organisation or goals which are incompatible with those of SVP.

Conflicts of Loyalty A conflict arises where a charity Trustee’s loyalty to another individual or organisation may (or may be perceived to) exert an influence on the Charity Trustee such as to prevent them from making a decision other than in the best interests of the charity. Conflicts of 20

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2. loyalty may be sufficiently serious to amount to conflicts of interest. A Trustee can never use information obtained as a Director [Trustee] for personal gain or for a role in another organisation but must act at all times in the best interests of SVP.

Examples of Conflicts of Interest Conflict of interest includes, but is not limited to situations where Members/Volunteers/ Workers or a Connected Person; have a financial/personal interest in an enterprise with which the SVP does business and could be perceived to be in a position to influence relevant business decisions are interested in the outcome of a service provided to the Clients, which is distinct from the Society’s interest in that outcome. receives an Inducement (apart from approved remuneration or expenses) in relation to a service provided to a Client of the Society are likely to make a financial gain or avoid a financial loss, at the expense of the Society or its Clients are an employee of a Conference to which they are a Member (not allowed as per The Rule of SVP) recruited or managing a Connected Person (please refer to the Recruitment and Selection Policy /Employment of Relatives Policy for more information) are involved in the employment and line management of Connected Person provision of a SVP service/assistant to a Connected Person perform control functions with a Member/Volunteer/Worker who is also a Connected Person (e.g. dual signing of cheques with spouse) Is a Member of state body which provide funding to the SVP Having a standard agenda item at the beginning of each relevant meeting will facilitate participants to declare any actual or potential conflicts of interest.

Connected person: Section 2(2) of the Charities Act 2009 provides that a connected person in respect of a charity trustee includes: 1. 2. 3. 4.

A parent, brother, sister, spouse, grandparent or grandchild of the trustee or a child of the spouse of the trustees. A person with whom the trustee is in a partnership with. A person who is employed by the trustee under a contract of services. A body corporate if the trustee has control of it, or if the trustee and persons connected to the trustee together have control of it.

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2. Managing Conflicts of Interests All Members/Volunteers/Workers of SVP should always where possible avoid any conflict of interest between the interests of the Society on the one hand, and personal, professional, and business interests on the other. However it is not always possible to avoid a conflict of interest. In these cases it is the Member’s/Volunteer’s/Worker’s responsibility, in the course of meetings or activities, to disclose any interests in a transaction or decision where there may be a conflict between the SVP’s best interests and that of the Member/Volunteer/ Worker. If in doubt the potential conflict must be declared anyway and clarification sought.

If a conflict has been established, then the following should occur: Conflict needs to be documented. Conflicted individuals should exclude themselves from the meeting/decision making process. Where necessary a nominee should be appointed to carry out their duty in this respect.

In extenuating cases where a conflict of interest arises and cannot be reasonably avoided, the following must be adhered to: Members/Volunteers: Approval must be sought and obtained from one up level (e.g. Area approval for Conference etc.) Employees Approval must be sought and obtained from Line Management and the relevant Regional President (for National Office/Shared Services, National Vice President approval is required). In all cases, the details of the conflict should be documented along with controls to mitigate the risk (Appendix 6)

For further details, refer to the Conflicts of Interest policy. 22

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Chapter 3. THE NMC AND HOW IT OPERATES

Composition of the NMC The National Management Council (NMC) which is the governing body of the Society comprises, the National President, the eight Regional Presidents, three other persons appointed at the sole discretion of the National President, and the Spiritual Advisor. These Members are the Trustees of the Society as set out in the Charities Act 2009

Attendees/Non-Trustee Members The National President may also appoint attendees who are neither Trustees nor voting Members onto the NMC. Examples of same could be Chairs of NMC Sub committees, Recording Secretary, National Secretary etc. Subcommittee chairs together with the relevant functional lead may also attend to present on their specific activities or to seek approval for specific policies or strategic decisions.

How the NMC carries out its Role and Responsibilities: The role and responsibilities of the NMC is set out in Article 32 of the Rule and in performing its functions and exercising its powers the NMC shall ensure that the basic principles and spirits of the Society are respected. The NMC shall endeavour, so far as reasonably possible, to reach its decisions by consensus. However, any decision of the National Management Council may be reached by a vote of the Members present at the relevant meeting (including the National President, if attending) and, in the event of there being an equality of votes on a matter, the National President (or such other Member as has been appointed by the meeting to chair it, in the absence of the National President), shall have a further, casting vote. National Management Council Handbook

3. Matters Requiring NMC Approval The list of matters in respect of which the NMC may make regulation are set out under Schedule 1 of the Rule whilst matters reserved to the National Council are set out in the Schedule 2.

Matters requiring NMC approval include: Approval of Policy Closure or services Capital expenditure in excess of €30,000 Annual accounts Any matters that are not delegated to the NMC subcommittees

Development of new activities Divestment of Assets New staff roles Any matters or decisions which will require implantation across the Society

NMC Meetings The NMC normally meets 10-12 times a year with each meeting lasting approx. 3.5 hours commencing at 10 am. The meetings are held on the last Saturday of the month and normally take place in SVP House, however incorporeal meetings may also take place by video or tele-conference. On occasion there may be a requirement for additional meetings to consider particular proposals or specific strategies. Additionally, the NMC may defer a meeting, for example in December and delegate authority to the NCC (National Coordinating Committee) as provided for by Article 34(c)(ii) to deal with day-today matters subject to final noting by the NMC at its next meeting. Towards the end of the calendar year, the NMC approves the dates for meeting the following year and all other meetings and deadlines for submission etc are scheduled based on these dates. A master calendar is then produced and circulated accordingly.

National Co-ordinating Committee The National Co-ordinating Committee (NCC) is a committee of the National Management Council, appointed at the sole discretion of the National President, the function of which is to assist, advise and support the National President in performing the functions of his or her Office, in respect of the day-to-day operations of the Society in the Republic of Ireland and in Northern Ireland. The NCC normally meets nine days before the NMC to consider proposals, reports, matters for the agenda and follow up from previous NMC. 24

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3. NMC Papers / Agendas The agenda and associated NMC papers are issued to ensure NMC Members are in receipt at least eight days in advance of the meeting. This allows time for careful review and consideration of the various items to ensure informed discussion and decision making. Only under exceptional circumstances or for time critical reports will additional papers be issued beyond this timeline.

The Agenda contains a number of standing items including, but not restricted to the following: Review and approval of the minutes of the previous minutes Conflict of Interest declaration for the meeting National President Update Finance (which includes Capital Proposals) Special Works reports Homeless Services Child & Family Services RemCom Report [Remuneration Committee Report] Conflict of Interest/loyalty

Review of the Action Tacker which tracks management and completion of NMC decisions Membership/Recruitment & Training Risk Management Retail Social Housing Safeguarding Governance AOB

Additional Items include approval of new policies, detailed presentations on certain activities, general topical information etc. The NMC strives to have at least one of the functional/operational activities present at each meeting which ensures NMC oversight and responsibility for the work of the subcommittee structure. On a quarterly basis, detailed regional report are submitted by each region and bank balances updates are collated.

The NMC Sub-Committee Structure As the Society is involved in multiple activities throughout the island of Ireland, it would be unrealistic to expect NMC consideration, detailed appraisal of submissions, policy formulation, strategy development and consequently satisfactory oversight. Accordingly, the Society has developed a system/matrix of NMC sub committees which perform these tasks on behalf of the NMC. For the avoidance of any doubt, this does not exonerate the NMC as having responsibility for everything that happens (or fails to happen) in the Society as set out in the 2009 Charities Act. The NMC can, and indeed does delegate tasks, National Management Council Handbook

3. authority etc but cannot delegate responsibility and is consequently accountable in law for the delegated function or authority. (Article 34 (c) refers). Each Committee have Terms of Reference which must be approved by the NMC, with Membership depending on the committee being representative of regions or including skill sets required for the activity. Terms of Reference may be updated as required for reasons such as regulation, new legislation etc. The chairs of the subcommittees are appointed by the National President and are automatically stood down when that President’s term concludes. Non-Society Members may be invited onto such committees, however normal recruitment processes should apply. Staff members are normally attendees of these committees but can be full Members as provided for under Article 34 (c) (ii). Whilst the Chair of each subcommittee may be a Trustee, if this is not the case, then a Trustee is appointed to the committee to represent the NMC. This ensures alignment of the Subcommittee with the NMC and provides for feedback and reports. It should be noted that many committees may have a number of Trustees, however as a minimum, there must be one. Appendix 4 provides a summary of the terms of reference of all the NMC sub-Committees. The National Office, Special Works Managers and Shared Services work in partnership with the National Management Council to further the mission, vision, and goals of the Society, adding value to the volunteer membership through the resources and expertise of paid staff. Generally, the functional Depts in National Office are aligned to the NMC subcommittee stricture . In collaboration with National and Regional structures, the National Office coordinates the implementation of internal processes and procedures on behalf of the SVP organisation as a whole. e.g. finance, annual reporting, human resource policy and procedures, IT systems, service development, fundraising, communications and social justice policy. The relevant employee who heads a specific activity or function provides executive support for the subcommittee and will coordinate with the Chair agendas, submissions, papers etc. This ensures a matrix framework which coordinates the work of the NMC, the Trustees, the Membership, and staff. The NMC may also appoint task specific committees to report on certain matters or implement initiatives. Likewise, the subcommittees may appoint task groups for certain matters, however such fora must also have Terms of Reference consistent with the Terms of the Subcommittee. 26

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3. Current Sub-committees

. . . . . . . .

. . . . . . .

Governance IT Remcom Audit & Risk Safeguarding GDPR Social Housing Homeless Services Retail Child & Family Services Comms Strategy Fundraising

Social Justice Membership Support, incorpo rating Training, Development & Finance – Regional Treasurers Recruitment and National CRM Advisory Committee

National Council Finally, it should be noted that the National Council is the representative body of the Society in Ireland. It comprises the National President, the Presidents of Regional and Area Councils and a small number of Members nominated by the National President. In total, it numbers about 120. It normally meets once a year. The National Council functions include to adopt, and from time to time, to amend the mission and values statement of the Society, on it own initiative and on the basis of proposal from the NMC; and to amend the Rule, subject to the approval of the International Council General. The National Council convenes a meeting of Conference presidents or their representatives every second year at which the National Management Council also attends. National Management Council Handbook

Chapter 4. ACCOUNTABILIT Y AND TRANSPARENCY

Accountability and transparency are very important features of modern organisations and modern life. They are particularly important for a charity, which depends for its income not just on public generosity, but also on public trust. That trust must be earned continuously. Public trust in the Society is earned principally by the daily actions of its staff and volunteers, and in the case of the latter especially, these are mostly conducted confidentially, in their dealings with those who seek the Society’s assistance. But the Society has an extensive system of transparency and accountability to the public and to the public authorities, and these are now briefly described. It is important to note, of course, that the Society’s ethos and values, the strong desire of Members to demonstrate these and hand them on to their successors, and the nature of the Society’s organisation, described earlier, with the allocation of responsibilities among Members within Conferences and the extensive linkages and reporting between Conferences, Area Councils, Regional Councils and the NMC, are all conducive to ensuring as far as practicable that each element and level of the Society is working in accordance with the Society’s rules and obligations.

Conference and Council Level As mentioned earlier, each Conference must have a bank account and hears frequent reporting from its Treasurer as to the balance in its account and its general funding position, and its Treasurer enters the Conference’s transactions on the Society’s ac28

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4. counting system for Conferences, AGRESSO. At the end of each calendar year, the Treasurer must bring the AGRESSO account up to date and prepare an account of the Conference’s finances for the year on a form supplied by the Society. If the Conference’s expenditure exceeds a certain level, the accounts must be examined by an external examiner; at a higher level, they must be audited. In addition, the President must complete a report, again on a form supplied by the Society, listing the Conference’s Members and answering specific questions to describe its activities during the year and the expenditure it incurred on specific areas, for example education. The report and accounts, in the form of the Society’s “Blue Book”, must be signed by the President and forwarded to the Region, which in turn forwards it to HQ for incorporation of the information in it into the Society’s annual Report and Accounts. Similar arrangements apply to Area Councils and Regional Councils.

Special Works Every Special Work activity is linked to a Conference or Council. The Annual Report of the Conference or Council incorporates the Special Works accounts and report.

Council of Ireland The Council of Ireland is an administrative unit established by the National Management Council (NMC) deemed necessary for the efficient operations of the Society in Ireland, providing a system for administration. Its administrative responsibilities include the national functions to assist, advise and support the NMC, including the development, coordinating and the efficient operation of the Society in Ireland.

The Society’s Annual Report (AR) and Accounts All the AR reports and accounts are compiled into an overall Annual Report for the Society and a Consolidated Financial Statements. This is presented to the NMC for approval and published on the Society web site every year in October. The Consolidated Financial Statements are submitted the Charities Regulator. National Management Council Handbook

4. Charities Governance Code Compliance Record, and Declaration to the Charity Regulator The Council of Ireland is an administrative unit established by the National Management Council (NMC) deemed necessary for the efficient operations of the Society in Ireland, providing a system for administration. Its administrative responsibilities include the national functions to assist, advise and support the NMC, including the development, coordinating and the efficient operation of the Society in Ireland. As mentioned in Part 1 of this Handbook, the NMC must complete the Charity Regulator’s Compliance Record Form, recording the actions it takes to comply with the Charities Governance Code and the evidence for them. The completed Form, and the evidence, must be available for inspection by the Regulator if the latter decides to inspect them. The NMC must also make a Declaration to the Regulator as to the state of its compliance with the Code. Depending on the nature of the Declaration, it may be published by the Regulator.

Hostels & Statutory Funders The Hostels/Emergency accommodation services receives funding toward delivering these Services from Statutory Funders, including HSE and Local Authorities. Service level agreements exist, which require annual reporting, including annual financial monitoring reporting, by each of the Services under the SLA. Also, local authorities are provided with a Service Delivery report and financial information periodically.

SVP & Approved Housing Body Regulator (AHBR) Both Social Housing and Hostels are included in the Society reporting to the AHBR. This includes Governance, Performance Management and Financial Management reporting. In addition, to the Annual reporting submitted in October, following the reporting year, a meeting is held at least once per year with the CEO and Officers from the Housing Agency and SVP.

The scope of the review meeting will include: 30

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4. Governance Standard Board Structure including Renewal and Succession Planning Board Reporting and Assurance Risk Management Performance Standard Performance Management. Tenancy Management including Rental Income Voids Performance Sinking Fund Provision, Stock Condition Survey & Asset Management. Reactive, Planned & Cyclical Maintenance Other Performance Standard Requirements Financial Standard Financial Governance Current & Forecasted Growth Debt & Grant Funding Key Indicators Scenarios & Stress Testing Activity CE Scheme & DEASP The Society has set up a CE Company, which are agreed with the DEASP. The DEAP CE Scheme funds c. +235 CE Participant and Supervisor each year, with the majority of CE Participant working in the Charity Shops, Hostels or Resources Centres. An agreement is entered into by the SVP CE Company every three years with the DEAP. Under the CE Scheme is subject to DEAP inspection, financial controls review, and CE Scheme audits, which are required before renewal of a CE Scheme is approved by the DEASP. National Management Council Handbook

PART 2 HOW THE SOCIETY IS ORGANISED TO CARRY OUT ITS MISSION

Chapter 5. (1) MEMBERS, CONFERENCES, AREA AND REGIONAL COUNCILS

Volunteers Previous Parts of this Handbook have dealt with how the Society is managed. We now turn to deal with its organisation from the ground level upwards. The Society is volunteer led. Both its general work – of visiting people who look for assistance – and its special works, for example housing, homelessness etc – are carried out by volunteers. In the case of special works, there are also paid staff. The Regions have staff at their regional offices, and of course the whole Society is supported by the staff at HQ. Volunteers are individuals who are attracted by the work of the Society and join to participate in it. Often, they are recruited by contact from existing volunteers, or join because they have heard appeals for volunteers. There are procedures for induction and training new entrants, and all must have been Garda vetted and issued with SVP ID cards before they are allowed to visit. The Society in Ireland has about [11,500] volunteers.

Conferences Volunteers join Conferences, the basic organisational unit of the Society. Conferences are usually based in a geographic area - often a parish – and generally consist of up to ten or so volunteers. The have their own bank account and funds. Most Conferences raise at least some of the funds they need, through church collections, local appeals, collections etc. Some are funded through their Area Councils – see below; many operate on a mix of both sources of funding. Conferences have no power to borrow they must rely on what they raise themselves and receive through their Area Councils. National Management Council Handbook

5. Visitation Conferences Most Conferences are Visitation Conferences – that is, they receive requests for assistance and visit the requesters in their homes to bring the assistance the Conference has decided on in the circumstances of the case.

Special Works Conferences As well as Visitation Conferences, there are what the Society calls Special Works Conferences – that is, Conferences engaged in non-core activities such as prison visitation, hospital visitation, Social Housing, provision of hostel accommodation, etc. Special Works Conferences are dealt with in more detail in the next Part of this Handbook.

Operation of Conferences Meet regularly – usually weekly – and, after a prayer, hear a report on the Conference’s finances and reports on the previous week’s visits, consider and decide on the requests received since the last meeting and plan the visits that will take place after the present meeting. Members must visit in pairs. Each Conference has a President, elected by the Members for a three-year period (extendable to five if the Members agree), who presides at meetings and leads the Conference, and who appoints: a Vice-President, to deputise for the President if needed ; a Secretary, to take minutes of meetings and deal with correspondence; and a Treasurer, to manage the Conference’s funds and bank account, record its income and expenditure on the Society’s Conference accounts system, AGRESSO, and produce the Conference’s annual accounts. There are some [1,200] Conferences in the island of Ireland.

Area Councils The Presidents of the Conferences in an area containing say [10-15] Conferences form the Area Council for the Area. Like Conferences, Area Councils have their own bank account and funds and cannot borrow, but in general they do they do not engage in fund-raising activities themselves and are funded from HQ through their Regional Council – see below. Area Councils are responsible to their Regional Council – see below – for the day-to-day services of the Society in their area, including the work of special works Conferences. Area Councils meet regularly – usually monthly - to discuss matters of common concern to the Conferences in the Area and decide on requests from Conferences for funding from the Area Council. The Presidents of the Conferences in the Area elect the President of the 34

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5. Area Council, for a term of three years extendable by a further two years. The Area President appoints a Vice-President, Secretary and Treasurer. The roles of the Area President, Vice-President, Secretary and Treasurer are like those of their Conference counterparts. There are some [1200] Area Councils.

Regional Councils The island of Ireland is divided into Regional Councils. Regional Councils are made up of the Presidents of the Area Councils in their areas, though the President of a Regional Council may, after consulting the Area Presidents, appoint a limited number of other Members). Regional Councils are funded like Area Councils – indeed, they are the conduit through which funds raised by HQ are distributed through Area Councils to Conferences throughout Ireland. Regional Councils are responsible to the NMC for the totality of services of the Society within their region. Regional Councils meet regularly, usually monthly. They concern themselves primarily with the organisation, development, accountability, resources, and coherent operation of the Society in their region. The President is elected by the Members of the Regional Council together with the Presidents of the Conferences in the region, following a system of dialogue with the Conference structure. The President appoints at least one Vice-President, and a Treasurer and Secretary. There are eight Reginal Councils. Spiritual Advisers Given the emphasis the Society places on the Christian values which inspired its foundation and continue to inspire its operation, the Rule for the Society lays down that unless circumstances make it impossible, every Conference should have a Spiritual Adviser.

Visitation Handbook The Society has produced a Visitation Handbook: Best Practice and Guidance Notes to provide guidance for visitation volunteers in carrying out their visitation work in the spirit of the Society. It includes a detailed description of the roles of Visitation Volunteer, Conference President, Area President, Regional President and National President.

Organisation Charts Organisation Charts showing the structure of the Society is outlined at Appendix 2 & 3. National Management Council Handbook

Chapter 6. (II) SPECIAL WORKS

Service Provision In addition to our Visitation work, SVP provides a wide range of services for vulnerable people, some government funding. In 2019 SVP expended €18.9 million (2018: €18.9 million) on such services accounting for 22% of the Society’s total expenditure.

The services are: Homeless Services. Social Housing. Child and Family Services. Retail

Homeless services Strategy for Homeless Services The Society strategy is for an orderly transfer or exit from direct provision of hostel emergency accommodation. SVP is engaged with our funders and third parties to outline various possibilities and opportunities per each service while continuing to provide our day-to-day services and progressing the property side of the project. The work includes engagement with the government department, HSE, and local authorities to achieve the strategy, focusing on hostels, regional clusters, or individual location solutions. This funder engagement is complex and has multiple stakeholders. A significant issue is the use of rental income to off-set revenue shortfall instead of capital expenditure as per the Dept’s policy. SVP have focused on getting the Dept & HSE to understand to accept the issues of under-funding, including the appropriate use of rental income to be addressed prior to a third party taking on the services. 36

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The National Homeless Services Committee has recommended NMC the NTQ (Notice to Quit) the direct hostel’s services provision.

A formal NTQ was issued at the end of September 2020 for: McGwire House (Waterford) Ozanam House (Wexford) Bethany House (Longford) St Martha’s (Longford) St Vincent’s (Cork) Deerpark (Cork) SVP remaining focused on carrying on with services as usual while potential pathways for the strategic plan. It is expected that the transfer will have been completed by late 2021. Structure | National Homeless Services Committee The National Management Council has established the National Homeless Services Committee to provide Homeless Services expertise and direction as an advisory Committee. The aims are to enable the Society in the Republic of Ireland to deliver its Homeless Services strategic objectives and comply with its legal, regulatory, and constitutional obligations regarding Homeless Services. The National Homeless Services Committee helps to ensure that the Society’s Homeless Services activity is appropriately managed through adequate oversight, continually evaluates and monitors Homeless Services performance nationally to safeguard long-term viability. The strategic work of the committee is to develop, monitor and review the implementation of the NMC’s strategic goals and operational objectives concerning the 10 Homeless Services operated by SVP in Ireland in the context of Governance, Risk Management, Financial Viability, programme development, future development/ divestment, partnership approaches: resources and structures. Governance matters include advice and recommendations to the NMC of existing or emerging governance issues that may impact services or have implications for SVP structures. It monitors and considers risks or critical incidents to identify patterns and trends that have a strategic impact and make recommendations to the NMC. To oversee and approve contractual arrangements with funders of SVP Homeless Services. At the time of writing the transfer of the hostels to third party providers is almost complete. National Management Council Handbook

6. Social Housing Regulatory Context SVP Social Housing is an Approved Housing Body registered in the name of the Frederic Ozanam Trust. The new “Approved Housing Bodies Regulatory Authority” was established on 1st February 2021 (New legislation: Housing (Approved Housing Bodies) Act 2019). The AHBRA has responsibility for overseeing the effective governance, financial management, and performance of all voluntary and cooperative housing bodies according to the legal framework set out in the 2019 Act. It aims to safeguard public and private investment in the AHB sector and ensure that the assets are managed sustainably. Its purpose is to assure investors, tenants, the government, and the AHB sector that social housing providers operate in a well-regulated and stable environment. Short-term viability In assessing short-term viability, the Regulator establishes whether an AHB has access to sufficient cash as required. We were evaluated for liquidity and cash flow, which is done by reviewing the Housing activity liquidity, cash flow and measuring the funds readily available to meet current liabilities. Long-term viability The long-term viability of Housing asset-based organisations hinges on the balance of assets and liabilities, the existence of realisable positive value at any point in the future, and the continued generation of cash surpluses over the long term. The Sinking fund is part of the capacity to meet future maintenance needs, which is fundamental to longterm viability. Designated Reserves SVP had designated reserves for Social Housing based on the total cash held in Social Housing activities bank accounts. 38

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6. Strategy The SVP Social Housing Strategic Plan was developed in 2018. Work is started on a strategic plan review, which will be completed in 2021. The critical objectives can be mapped under three Strategic Themes of Governance, Performance and Viability. The Business Plan gives effect to the goals set out in the Strategic Plan and sets out a mechanism for the Society to finance and deliver on objectives. Structure The National Social Housing Sub-Committees was established by the National Management Council to provide social housing expertise and direction to enable the Society to deliver its Social Housing Strategic objectives and ensure that the Society complies with its social housing legal, regulatory, and constitutional requirements. The National Social Housing Committee ensures that the Society’s social housing activity is appropriately managed through adequate oversight, continually evaluates, and monitors social housing performance to safeguard long-term viability. Governance matters, existing or emerging governance issues, which may impact services or have implications for SVP structures are considered by the committee. The committee aims to ensure social housing activity is conducted with honesty and integrity and a commitment to openness and accountability. It will identify and monitor risks in line with the National Social Housing Risk Register. It will monitor and consider all critical incidents to identify patterns and trends that have strategic implications. The committee develops, monitor, and review the strategy and strategic plans, and associated Business Plan /Financial Plan for SVP Social Housing in the context of Governance, Financial Viability Asset/Tenant Management, future development / divestment; partnership working; resources and structures. It will recommend necessary steps to ensure compliance with Social Housing Regulation, ensure financial viability and effective risk management, review and evaluate ongoing programmes of work within SVP Social Housing. The committee recommends the social housing policies, and it monitors compliance, including the Tenant Handbook. It reviews the Key Performance Indicators of SVP Social National Management Council Handbook

6. Housing and makes recommendations on policy developments. Matters, such as capital expenditure/acquisitions/new build projects and develop associated policy, are reviewed by the committee and its recommendations submitted to NMC. The National Social Housing Committee has been strengthened by adding external experts, including technical, financial, and legal professions. National Office has seen the strengthening of social housing resources through the development of a Social Housing Team that work on the advancement of national policy implementation. Regional Social Housing Committees were established in each region, ensuring appropriate oversight of local housing Conference activity. Regions are supported and directed by the National Team by providing proper governance, housing management, tenant, and operational policies. Local social housing resources have increased since 2016, with each region now having a Social Housing Officer in place. The National team provide direction, support and training to Regional Officers and Scheme Officers through the hosting of the Regional Social Housing Forum meetings in the National Office every 4-6 weeks. The RTB registration process has enhanced property and tenancy identification, recording property and tenants nationally. Initiatives & Resources A Performance Reporting System was developed and rolled out in Q1 2018. It requires Conferences to report (every quarter) on housing management performance and allows consolidation at the national level on Performance outcomes. National Social Housing Committee reviews these reports and data utilised for the submission to the Regulation Office as part of the Annual Regulatory Return. Social Housing Policies & Procedure The SVP Social Housing Policies and Procedures Manual is in place, which equips Conferences with the necessary resources in terms of policies, information, checklists, and templates linked to the key objectives outlined in the Voluntary Regulation Code in addition to meeting the requirements falling out from the RTB legislation. A risk register for the activity has been developed with the aim being to facilitate the identification, assessment, and ongoing monitoring of risks significant to the Society’s social housing operations. Risks are added or amended as appropriate. Risk Management is a standing agenda item for the National Social Housing Committee meetings. 40

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6. Child and Family Services Strategic Scope The Child and Family Services cover 39 different services in 41 locations across the country Types of Services

12 Categories of services are:

Childcare Centres

Drop-in Services for homeless

Breakfast Clubs

Holiday Homes for children & families

Youth Clubs

Meals on Wheels

Hamper services

Community Resource Centres

Daycare for Elderly

Prison Visitor Centres

Residential Units for the elderly

Seafarers Club

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6. Employment is c. 144, Volunteers c. 430 (Additional numbers during summer months), Services users number are up to 3,500 people availing of our services throughout the year. Structure The NMC has established the National Child and Family Services Committee (NC&FS) to support Members and staff delivering child and family services. The committee will develop and execute a strategic plan for all child and family services of SVP. The National Child and Family Services Committee reports to the National Management Council through the Chairperson. This committee will oversee and provide governance on the ongoing development of child and family services. It will establish an overview of services across the country, ascertain the policies, procedures, and standards enhancements and agree on action plans to develop and deliver its strategic objectives in child and family services and comply with its legal, regulatory and constitutional obligations. The committee will reassure the NMC through an appropriate reporting and risk management framework that the service activities are appropriately managed through adequate oversight and support and continually evaluated and monitored to safeguard long-term viability. KCS National Children’s Services Safeguarding Audit provides a means of standards assessment and provides recommendations for enhancement, and the committee will provide regular reports to NMC. The committee will develop the structures, monitor the implementation of a new line management structure, policies and systems. All child and young person service managers will report directly to the new National Child and Family Service Manager. The committee’s scope includes the safeguarding of children and adults, GDPR, health and safety, good governance, best practice, and all other areas of legislation and regulations that apply to child and family services. To achieve this, it will create a risk register, monitor, and report risk factors. 42

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6. Retail Operations SVP Charity shops are located in communities across the Island of Ireland. They are supported by donors, Members, volunteers, and customers from these same communities. Surplus generated through the shops is designated for Conferences/Councils to help those in need. In 2014 the Society embarked on a significant change in structures and approach whereby operational responsibilities were taken on by professional staff with Conferences and Members continuing in an oversight and governance role. Since 2015 a national retail team has been established with a national retail committee providing oversight and direction replicated at the regional level with committees and professional retail managers. SVP Charity Shop strategy can be view holistically, through the following themes for our Conferences/Councils and Governance arrangements, with Society-wide buy-in. The activity is now underpinned by a five year strategy for 2021-2026 which will provide vision and direction for future development and oversight. Structure The National Retail Committee is a committee established and authorised by the National Management Council of the Society of St. Vincent de Paul (SVP). Its role is to advise, recommend and seek approval from NMC for matters relating to retail operations of SVP. The committee will advise the National Management Committee to ensure that retail activities support the strategic aims of the Society. The committee advises the National Management Council in relation to implementation and compliance with the strategy. The National Retail Committee promote the highest standards of governance throughout the retail and order fulfilment activities of the Society of St Vincent de Paul. The committee will highlight areas of concern to be discussed and addressed by the National Management Council. It will approve operational retail-specific policies, procedures and apprise Members of any new policies or procedures approved by the NMC National Management Council Handbook

6. that may be relevant to Retail. The committee develops risk measurement assessment and monitors risks for retail activities. National Retail Committee ensure compliance with all published policies of the Society in the context of Retail Operations. Shops are Implementing a range of policies – across branding, health and safety, and compliance – has helped strengthen charity shops, enhance the shopping experience for customers and convert donated second-hand goods to a monetary value. A RACI (Responsibility, Accountability, Consultancy, and Information) matrix was introduced in 2020 to clarify good governance, monitoring outcomes in Shop Operations, and transparency in crucial functions, roles, relationships, and stakeholders. The purpose of a RACI matrix is to make sure that nothing falls through the cracks. RACI helps prevent confusion by assigning clear ownership for tasks, actions and decision-making. Thus, clarity on Authority, accountabilities, and roles responsibilities. The strategic framework and RACI help define one structure encompassing governance, oversight, compliance, internal controls, and operating principles. There is a need for clear visibility to achieve positive outcomes, informing for transparency and accountability to report in our structure. SVP charity shops must respond to changing donor expectations, customer visits to the charity shops, greater efficiencies, and agility in performance from the existing portfolio. Expectations on the part of donors, advocates and other stakeholders will also heighten shops’ transparency and outcomes. Resources The eight regions all have Charities shops, with a shop count of over +230 units, plus six Order Fulfilment Centres (OFCs) in Dublin, Cork, Tralee, Waterford, Nenagh and Drogheda.

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Chapter 7. (III) SVP NATIONAL OFFICE

The National Office, Special Works Managers and Shared Services work in partnership with the National Management Council to further the mission, vision and goals of the Society, adding value to the volunteer Membership through the resources and expertise of paid staff. Generally, the functional Depts in National Office are aligned to the NMC subcommittee stricture as set out in Chapter 3. In collaboration with National and Regional structures, the National Office coordinates the implementation of internal processes and procedures on behalf of the SVP organisation as a whole. e.g. finance, annual reporting, human resource policy and procedures, IT systems, service development, fundraising, communications and social justice policy. National Management Council Handbook

7. The National Office facilitates organisational development and capability building, including: policy development. regulatory and legislative compliance. functional or activity adherence and awareness of best practice and sectoral developments and norms. new service development. design, development and roll out of new systems and processes, e.g. IT based systems such as client case-management, Membership, and finance systems volunteer leader training and management support; staff development practice and resource development. organisational development process design. research and strategy development support for line management. research on social issues, analysis of information produced by regions, Conferences and Members and development of policy positions on same mobilisation and engagement of Members around specific social justice issues. The National Office also provides support to and coordination of certain activities at Regional Office level.

The National Office also: promotes stakeholder engagement and relationship building external to SVP, e.g., policy makers, key opinion formers and the donor public (Christmas Appeals, pre-budget submissions and specific campaigns). contributes to risk management, regulation, and compliance, including provision of advice and information on current regulations and requirements and current best practice; monitoring and auditing in relation to these standards; providing support for resolving serious incidents and trouble shooting. act as a point of contact for professional consultancy. provide the interface between the Society and various regulatory agencies. Finally, at a functional/activity level, the National Office supports the NMC sub-committee structure by arranging for the provision of operational reports and proposed policy requirements borne out of legislation or regulation or indeed good practice. 46

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7. Functional Departments The National Office is divided into the following functions:

. . . . . . . . .

National Office Functions

. . . . . . . .

Social Housing Homeless Services Retail Child and Family Services Membership Support Young SVP Social Justice Fundraising HR Finance IT Internal Audit DPO / GDPR Communications General Administration

Safeguarding

Support / Compliance / Consultancy

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7. Online Treasurer Book System (AGRESSO) Every Conference/Council must keep proper books of account and submitting an annual report. Agresso is the online Treasurer Book. It enables the Conference/Council to record all income and expenditure each month, provides a bank account reconciliation function, income & expenditure reports, and provides a financial statement for inclusion in the annual report. It provides a one systems solution for the Society, which has c 1,200 Conferences/Councils, consisting of c. 1,900 activities. These 1,200 Conferences/Councils are consolidated annually, and a consolidated financial report published to the public on our website and filled with the charity regulatory authority.

CRM - Client Relationship Management System The primary function of the CRM systems is to enable digital recording of the flow of Visitation work within the Society. CRM is a standard system for keeping records, a single system that captures the three aspects of Conference work – a client RFA, Members home visitations and Conferences direct assistance to clients. The Request for Assistance (RFA) recording is within the CRM Portal Client Case section, i.e., to record any requests from people looking for assistance. The Conference section is used to record home visitation, needs assessment, and record any direct assistance to the client. The CRM Portal benefits are a single system for recording information, and each Regional Council has a comprehensive view of structure and associations within their Regions. An RFA can be received via Phone to Regional Offices, direct from the public via Web Site (www.svp. i.e.), and Conferences can also input information themselves. CRM enable Conferences to have real-time visibility of RFA’s, and it improves the communication of RFA from the Regions ISO supports services to Conferences. 48

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7. Income and Expenditure Income In 2020, total income for the Society was €78.56 million (2019: €83.3 million). Expenditure In 2020, total expenditure was €82.8 million (2019: €84.5 million). Our Services including social housing, homeless services, resource centres, holiday homes etc., accounted for 22% of the Society’s total expenditure. Charity shops account for 28% of the Society’s total expenditure, with management, support, governance and administration representing 10% of the Society’s total expenditure in 2019. Web Links Annual Consolidated Financial Statements https://www.svp.ie/financialstatements Summary financial information is available in the SVP Web Link https://www.svp.ie/finance

Authority Levels | Approvals Matrix The Society Conference/Council authority levels provide the rules for approval of expenditure. The aim is to ensure that the correct individuals are involved in decision-making at the appropriate level within the Society and at the proper time. The purpose of an authority matrix is to achieve best practices in internal controls and governance. The NMC approved the current approval matrix in April 2019. National Management Council Handbook

7. Internal Controls Guide The Society published an Internal Control document for the Conference in 2019, initially aimed for Visitation Conference. Still, the document content is relevant to the Special Works Conference due to their history of development and nature. All Conferences/Councils must be able to explain and justify their application of internal controls, and only the National Treasurer can approve exceptional temporary practices. Where weaknesses identified, the Treasurer and Conference Members should seek to enhance the internal financial controls to align them against any legal requirement and best practices.

The IC guide set-out the aims of: Achieve the charitable purpose for the public benefit. To have the public trust and confidence in the Society, protect the Society’s reputation. Meet legislation and regulatory compliance. Effective use of the resources received or held by the Society. Accountability and transparency to donors, beneficiaries, and stakeholders. Apply best practices, including ethics, codes of conduct and conflict of interest.

Audit and Risks Committee (ARC) The Audit and Risks Committee (ARC) role is to help the NMC (Trustees) meet their responsibilities by providing independent oversight of the charity’s systems of internal control, risk management and financial reporting, and through supervision of the quality, independence and effectiveness of both the internal and external auditors. The ARC is established by NMC, with s specific Terms of Reference (TOR). An audit committee is therefore part of the good financial governance arrangements which acts on the authority delegated to it by the trustees and therefore have appropriate terms of reference set by NMC and a clear reporting line to the NMC. 50

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7. Internal Audit Internal Audit role is to gain meaningful assurance over a Charity’s internal controls, risk management and governance processes. This is of critical importance in discharging the responsibilities of both Trustees and executive management teams. SVP Internal Audit provides independent assurance to the Society through risk-based auditing. It assists the Society in accomplishing its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control, and governance processes. The SVP Internal Audit Charter sets out the scope and authority of the Internal Audit function. The Charter also details roles, responsibilities, objectives independence and reporting for the Internal Audit function. Reference svp.ie/St.VincentDePaul/media/SVP/documents/Internal-Audit-Charter-2016.pdf

Insurance Policy Types (ROI) The Society has various insurance policies to cover its liabilities in the carrying out of its work. These policies are extended to include the trustees, officers, directors, and Members of The Society against liabilities they may incur whilst carrying out the work of The Society. For instance, we have public liability insurance, professional indemnity insurance, pension trustee’s insurance to name a few. It is in The Society’s interest to protect all their Members, officers, trustees, directors whilst acting for and on behalf of The Society, should an incident arise, which would give rise to a liability against The Society and more so against the individual. The following summaries the position as regards insurance. [The types of insurance that would protect a trustee are as follows: Public Liability Insurance, Employers Liability Insurance, Professional Negligence Insurance, Pension Trustees Liability Insurance, Employment Practices Insurance, Directors & Officers Liability Insurance.] National Management Council Handbook

7. Who Is Insured? The SVP insurance policies are in the name of ‘The Society of St Vincent de Paul’. The policies specify the cover.

The National policies cover the following known as The Society. Trustees, Officers, Members and Volunteers who work for the Society. The president for the time being of the Council of Ireland. Regional/Area Councils and Conferences Members. The Frederick Ozanam Trust Incorporated. All volunteers and Members of The Society. Public Liability Insurance There is a national public liability policy which covers all the Society in ROI. This type of policy is cover for a third party, such as a member of the public, a supplier or visitor to your premises, who suffers an injury, accident, illness, disease, or damage to their property at your premises and the Society are found to be negligent. Employers Liability Insurance Employers have a responsibility for the health and safety of the employees while they are at work. The Society has a National ROI policy for all activities covering SVP legal liability for bodily injury, death, illness or disease to employees or volunteers arising in the course of their employment on the business of SVP.

This insurance covers: A person under a contract of service of or apprentice with SVP. A person supplied or lent to or hired by SVP. Work experience trainees. Non-executive Directors. Authorised Volunteers. Professional Indemnity Insurance Professional Indemnity Insurance provides cover if the organisation become legally liable to a member of the public following an error or omission in the professional advice or service, and as a result, a person has suffered a financial loss. 52

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7. Professional Indemnity insurance covers SVP legal liability to third parties for financial loss following professional negligence in the management of the business, employment practices liability to include harassment, discrimination, unfair dismissals, and sexual abuse. Pension Trustees Liability Insurance The Society National Policy for ROI covers Pension Trustees and SVP in their responsibilities in managing the pension scheme. The policy is designed to meet protection costs, awards, damages, and investigation costs of trustees involved in running the pension scheme who are accused of mistakes or oversights in their duties. Motor Insurance Motor insurance is compulsory. Where relevant, each Council/Conference must arrange a motor insurance policy for motor vehicles registered/used by them. Property Insurance SVP Councils/Conferences are responsible for direct insurance properties owned, required under the loan or lease agreement by the FOT/Society Councils and Conferences. The Society can offer Councils/Conferences access to an SVP grouped property insurance arrangement to establish a more mutual approach for property insurance.

Northern Ireland Insurance Covers 2021/2022 The SVP NI has the following annual Insurance Policies: Property Damage Business Interruption/Consequential Loss Employer’s Liability Public Liability / Products Liability Indemnity to Management - Trustees Directors and Officers Indemnity/ Professional Indemnity Indemnity to Management - Employment Disputes and Compensation Legal Expenses Personal Accident Cover Engineering Inspection Contract and Engineering Insurance Cover Computer Insurance National Management Council Handbook

Chapter 8. COMMUNICATION AND ADVOCACY

SVP Social Justice Working for social justice is one of three key pillars of the Society of St Vincent De Paul’s mission and requires us to challenge and address the structures that create or perpetuate poverty in Ireland today. Social justice advocacy continued to be a key activity for the Society throughout 2019. The issues SVP highlight and the solutions we propose through our advocacy work are based on the experience of the people we are helping, through our Membership or through analysis of both our request for help and the types and levels of our expenditure on direct assistance to households in need. The causes and consequences of poverty seen the Members of SVP are complex and interconnected and include: low paid and insecure work; high cost of living; poor quality services; unemployment; low educational attainment; inaccessible or inadequate social welfare; discrimination and stigmatisation; social isolation and exclusion; and poor health and illness. Given the multifaceted nature of poverty in Ireland today, SVP has a broad range of issues to advocate on: Social welfare and income support for children and adults, especially for one parent families; Housing and homelessness, in particular child; family homelessness, and the insecurity and poor quality of accommodation in the private rented sector; Energy poverty and its links with climate justice; Education including the cost of school, and access to and participation in further and higher education; Debt and financial exclusion. 54

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8. The overall objective of the Society’s social justice work is to ensure that the decisions made by Government do not exacerbate poverty but instead bring about the policy changes needed to achieve positive outcomes in the lives of those that SVP assists. Using traditional and social media, submissions to Government Departments, meeting with civil servants, Ministers, their advisors, and political parties, and by working jointly with other organisations, we raise awareness of issues of concern and propose solutions.

Young SVP Whether you are at school, a third-level college, or are looking to get involved in your community; the SVP Youth Development Programme offers a wide range of opportunities to engage in positive social action in your local area. Young SVP is a youth development programme designed for young people attending secondary school/Youth Reach and other educational settings; those taking part in youth groups / clubs; and those at 3rd level – be it in college / university. The programme focuses on social action within the ethos and mission of SVP. Young people are offered opportunities to learn about SVP, about social justice and about how to engage in social action in a positive, purposeful, and meaningful way. The Young SVP youth development team offers ongoing support to all those engaging in the Young SVP programme – whether part of a Conference, class, or Young SVP group. Our Youth Development Officers (YDO) visit groups a number of times through the year to work with them on a number of topics.

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8. Twinning Through Twinning the Society shares resources, experiences, and mutual friendship. These links reflect the reality that there are no borders to poverty and injustice. The concept of mutual assistance goes back to the foundation of the Society of St Vincent de Paul (SVP).

Twinning has three aims: Promote the establishment of new Councils and Conferences by helping them start and expand the structure of the Society of St Vincent de Paul; Facilitate communication between Councils, Regions and Conferences throughout the world in a spirit of understanding, friendship, and solidarity; Help spiritually, morally and materially to continue to alleviate misery and hunger. In a spirit of mutual assistance each of the eight Irish Regions is twinned with Society Members in an African country as part of the National Twinning Programme, to support SVP Conference developments in these countries.

Local Region

African Country

East Region Zambia North West Region Uganda & Kenya South West Region Nigeria Mid West Region Sierra Leone West Region Malawi North East & Midlands Region Zimbabwe South East Region Gambia & Tanzania 56

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PART 3 APPENDICES

Appendix 1 | Extracts from the Annual Report 2020

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Appendix 2 | Society Structure

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Appendix 3 | Organisational Structure of the Society

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Appendix 4 | Summary of the Terms of Reference of NMC Sub-Committees

Governance Committee The Governance Committee’s role is to review and promote good governance in the Society and report to the National Management Council [NMC] about it, making recommendations for changes it considers appropriate, including compliance with the Charities Governance Code.

IT Committee The National IT COMMITTEE (ITC) is the governance and policymaking body for information and communications technology (ICT) within the Society, including formulating and maintaining a long-term Society-wide ICT Strategy; taking oversight and responsibility for all significant ICT initiatives; setting ICT standards and policies for the Society, and ensuring compliance.

Remuneration and Compensation Committee RemCom’s objectives are to assist the NMC in fulfilling its obligations to ensure that remuneration, appointment arrangements & employment related policies support the strategic aims of the Society and enable the recruitment, motivation and retention of managerial /supervisory roles within SVP as well as any role at an area / regional level; to ensure the Society is in compliance with the requirements of regulation, funding, and good governance; and to oversee overarching strategic and operational human resources issues ensuring that there is compliance with the relevant HR, employment, legal and regulatory requirements. RemCom is responsible for ensuring the Society has sufficient resourcing, with correct skills and expertise in place to achieve its strategic objections. 64

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Audit and Risk Committee The purpose of the Audit and Risk Committee is to assist the NMC in fulfilling its oversight responsibilities for: the financial reporting process; the system of internal control; the risk management framework; audit processes; and monitoring compliance with laws, regulation and codes of conduct.

National Safeguarding Committee The role of the National Safeguarding Committee is to develop an annual national safeguarding strategy and present it to the NMC for approval; develop an annual work plan derived from the national strategy, identifying specific goals and actions to be achieved on an annual basis, in consultation with Regional Councils; and report to the NMC about how the strategy has been implemented in the previous year. It also periodically reviews national safeguarding policies, and if appropriate, proposes changes for adoption by the NMC.

GDPR GDPR was established approximately four years ago to oversee GDPR preparedness for its introduction.

Social Housing The National Social Housing sub-committee provides social housing expertise and direction to enable the Society to deliver its social housing strategic objectives and ensure that the Society complies with its social housing legal, regulatory, and constitutional requirements. The sub-committee ensures that the Society’s social housing activity is appropriately managed through adequate oversight. It continually evaluates and monitors social housing performance nationally to safeguard long-term viability. National Management Council Handbook

Homeless Services The National Homeless Services Committee provides expertise and direction to enable the Society in the Republic of Ireland to deliver its Homeless Services strategic objectives and comply with its legal, regulatory, and constitutional obligations in regard to Homeless Services. The Committee helps to ensure that the Society’s Homeless Services activity is appropriately managed through adequate oversight. It continually evaluates and monitors Homeless Services performance nationally to safeguard long-term viability.

Retail The role of the National Retail Committee is to advise, recommend and seek approval for matters relating to the Society’s retail operations. It advises and recommends implementation of best retail practice; monitors and receives regular reports from the National Retail Development Manager on retail issues, and reviews and recommends retailspecific policies to the NMC.

Child and Family Services The Child & Family Services Committee oversees and provides governance on the ongoing development of the Society’s child and family services. It provides reassurance to the NMC through an appropriate reporting and risk management framework that the service activities are appropriately managed through adequate oversight and support and are continually evaluated and monitored to safeguard long-term viability.

Communications Strategy A co-ordinating group between the various National Office Functions who are active in external and internal communications. 66

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Fundraising This sub-committee acts as the link between the NMC and the Regions. Its role is to drive a strategic approach to fundraising across the Society and work to ensure that the Society stays abreast of any regulatory and legal requirements relating to fundraising. The Group assesses and makes recommendations to the NMC relating to fundraising strategy and policy.

Social Justice This Committee works with the Social Justice and Policy team in National Office to build engagement with the Membership of the Society about identifying the issues they encounter in assisting people in need and promote the social justice agenda. They also work to develop and influence policy so that changes and new developments contribute to the reduction of poverty, inequality, deprivation, and exclusion.

Member Development, Training and Recruitment This Committee supports among the Membership the Mission and Ethos of the Society. It also seeks to enhance the quality of Member Visitation, assessment of need and facilitation of a pathway to self-sufficiency. They also work to enhance the participation, effectiveness, and compliance of the Membership in the governance structures of the Society.

Finance – Regional Treasurer The Regional Treasurer Group is a Forum. It allows the National Treasurer and the Chief Financial Officer access to the Regional Treasurers collectively as they review and proof various finance policies. National Management Council Handbook

Appendix 5 | Links

Society’s Website www.svp.ie

The Rule of the Society of St Vincent de Paul Ireland www.svp.ie/St.VincentDePaul/media/SVP/documents/SVP-RULE.pdf

The Charity Regulator’s Charities Governance Code, Incorporating Compliance Record Form www.charitiesregulator.ie/en

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Appendix 6 | SVP POLICIES

General Fundraising Good Practice Guidelines For Fundraising for Regions Membership National Training & Development Policy 2020 to 2023 Membership/Volunteer policy and application process Approval Shop Security Policy Capital & Leasing Policy Shop Data Protection - CCTV Policy Shop Retail: Health & Safety Policy Shops Retail: Customer Care Policy Shops Cash Handling Procedure Social Housing Policies & Procedures Manual SVP House Safety Statement Communications Social Media Policy for SVP Staff, Members, Volunteers or Third Party Representatives Communications SVP Social Media Guidelines

Safeguarding Safeguarding Reporting Welfare and Protection Concerns About Children Or Adults At Risk – NI or in need of Protection Safeguarding SVP Recognising and Reporting Welfare and Protection Concerns about Children or Adults who may be Vulnerable Safeguarding SVP Responding to Childhood Neglect Safeguarding SVP Working Safely with Vulnerable Groups - ROI & NI

Financial Financial Policy: Society Credit Card Financial Procurement Authorisation Policy / Procurement Practices Policy Financial Treasurer Booklet Financial Conference Treasurer’s Annual Report - Blue Book Financial Policies and Procedures For Conference and Councils Of the Society of St. Vincent de Paul 2004 National Management Council Handbook

Homeless Services Homeless Services Policies and procedures - Introduction & Statement Homeless Services Homeless Services Policies and procedures Guidance on changes to policies and procedures Homeless Services Homeless Services Policies and procedures Context –National Quality Standards for Homeless Services Homeless Services Homeless Services Policies and procedures Code of professional conduct and ethics for staff in SVP homeless services Homeless Services Guidance Notes: Duty of Care Homeless Services Guidance Notes: Positive Risk Management Homeless Services Guidance Notes: Confidentiality & Consent Homeless Services Guidance Notes: Harm Reduction Homeless Services Guidance Notes: Rights Based Approaches Homeless Services Guidance Notes: Ethics Homeless Services Accessing Services: Referrals & Admissions Homeless Services Accessing Services: Service Users Induction Policy Homeless Services Accessing Services: Equality & Diversity Policy Homeless Services Accessing Services: Inclusion Policy Homeless Services 3.1 Assessment, case management, key working and care planning policy Homeless Services 3.2 Handling and storage of Medication policy and procedure Homeless Services 3.3 Complaints Policy Homeless Services 3.4 Service user involvement policy Homeless Services 3.5 Service user bereavement policy Homeless Services 3.6 Debriefing policy and procedure Homeless Services 3.7 Accompanying service users Homeless Services 3.8 Health and well being policy Homeless Services 3.9 Service user disputes policy Homeless Services 4.1 Risk assessment and response policy Homeless Services 4.10 Student Placement Policy and procedure Homeless Services 4.11 Management of Sharps Percutaneous Injury and Other Exposure Incidents Policy Homeless Services 4.12 Confidentiality Policy Homeless Services 4.13 Handling service users money policy Homeless Services 4.14 Handover policy and procedure Homeless Services 4.15 Supervision policy Homeless Services 4.16 Staff vaccination policy 70

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Homeless Services 4.2 Sex offenders draft policy and guidelines Homeless Services 4.3 Lone working policy Homeless Services 4.4 Management and reporting of incidents Homeless Services 4.5 Management and prevention of violence policy and procedure Homeless Services 4.6 Death of a service user Homeless Services 4.7 Substance use standards Homeless Services 4.8 Overdose policy and procedure Homeless Services 4.9 Service user property Homeless Services Management & Reporting of Incidents Homeless Services Management & Reporting of Incidents : Guidance for Completing Forms Homeless Services Management & Reporting of Incidents: Classification Sheet: #1#2#3 Homeless Services Incident Report Form Continuation Sheet Homeless Services Risk Management Policy Homeless Services Homeless Services Policy Manual Table of Contents Homeless Services Service User Charter Homeless Services 2018

GDPR GDPR - Approved data breach policy and procedures Oct 11 2018 GDPR - Approved email usage Policy Oct 2018 v(3) updated 9 oct 2018HOB GDPR - Approved retention and erasure policy v1.2 HOB Sep 2018 GDPR - Approved right to be forgotten process v1.5 27 .11.18 GDPR - Approved subject access request policy 11 oct 2018 v 1.1 GDPR - Flow Chart data breach process March 2019 GDPR - Flow Chart data subjects rights March 2019 GDPR - SVP Data Protection Policy v1.0 08.06.18 approved by NMC Aug 2018

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HR HR - 26.08.2020 Updated Covid-19 Policy HR - 28.09.2020 Updated Covid-19 Policy; Close Contact Change in Self-Isolation Times HR - Absence from Work Policy & Procedure HR - Adoptive Leave Policy HR - Adoptive Leave Procedure HR - Annual Leave Protocol Updated 17.07.2020 HR - Annual Leave Protocol.docx HR - Anti-Bullying Policy Feb 2020 HR - Anti-Bullying Procedure Feb 2020 HR - Anti-Harassment Sexual Harassment Policy Feb 2020 HR - Anti-Harassment Procedure Feb 2020 HR - Approved email usage Policy Oct 2018 v(3) updated 9 oct 2018HOB HR - Approved Version_17th October 2015 - SI HR - April 2019 SVP eVetting policy and procedure HR - Attendance Guide 04.03.2019 HR - Attendance Policy 04.03.2019 HR - Attendance Procedure 04.03.2019 HR - Carers Leave Policy HR - Carers Leave Procedure HR - CCTV Policy HR - Christmas Gratuity Policy September 2020 HR - Christmas Gratuity Procedure September 2020 HR - Compensation and Benefits Policy 2020 HR - Conflicts of Interest Policy HR - Copy of Contact List; Lead Worker Representatives.xlsx HR - Covid-19 Policy May 2020 18.05.20 HR - Covid-19 Policy May 2020 Update 04.06.20 HR - Dignity & Respect in SVP Policy HR - Dignity and Respect Charter HR - Discipline at Work Policy HR - Discipline at Work Procedure HR - Discipline in the Workplace User Guide HR - EAP Policy 72

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HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR -

EAP Procedure Employee Expenses Policy Employee Expenses Procedure Employee Grievance Policy Employment of Relatives Relationships at Work Policy Exceptional Pay Increase Policy Eye and Eyesight Examinations Policy Fact Sheet - Statutory leave for parents 10.12.2019 Final Flexible Working Procedure Updated 01.10.2019 V2 (004) Force Majeure Leave Policy Force Majeure Leave Procedure Formal Grievance Resolution Policy Feb 2020 Formal Grievance Resolution Procedure Feb 2020 FW Update Flexible Working Procedure.msg Policy Parent’s Leave Nov 2019 Procedure Parent’s Leave Nov 2019 Informal Grievance Resolution Policy Feb 2020 Informal Grievance Resolution Procedure Feb 2020 Intern Policy July 2019 Intern Procedure July 2019 IT Do’s Don’ts for acceptable use Leave Policy 28.2.2020 Maternity Leave Policy Maternity Leave Procedure Parental Leave Procedure Paternity Leave Policy Paternity Leave Procedure Personnel File Policy.docx Protected Disclosure Policy Recruitment & Selection Policy Recruitment & Selection Procedure Redundancy Policy Redundancy Procedure Retirement Policy Retirement Procedure Risk Assessment Policy April 2013.doc

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HR - Role of the worker representative HR - Sick Leave Amendment re COVID 17.07.2020 HR - Sick Leave Amendment re COVID 30.11.2020 HR - Sick Leave Amendment re COVID February 2021 HR - Sickness - Absence; Return to Work Form conducted via telephone.docx HR - Sickness - Absence; Return to Work Form.docx HR - Social Media Policy April 2018 HR - Starters Leavers Policy Final 27.11.2018 HR - SVP Appreciation Life Events Recognition Policy Updated 12.09.2018 HR - SVP Clear Desk Policy Final 27.11.2018 HR - SVP EPI Procedure August 2018 inclusion of Acting Up Allowance HR - SVP Equal Opportunities Policy & Procedure June 2018 HR - SVP Further Education Support Policy 17 September 2019 HR - SVP Further Education Support Procedure SEPTEMBER 2019 HR - SVP North Region Access NI policy July 2018 HR - SVP Parental Leave Policy September 2019.docx HR - SVP Parental Leave Policy September 2020 HR - SVP Parental Leave Procedure Sept 2020 HR - SVP Parental Leave Policy - updated April 2021 HR - SVP Recruitment Selection Policy November 2019 HR - SVP Recruitment Selection Procedure November 2019 HR - SVP Sick Leave Policy 2019 Feb 2020 HR - SVP Sick Leave Policy 2019 HR - SVP Sick Leave Policy 25 November 2020 HR - SVP Sick Leave Procedure 2019 Feb 2020 HR - SVP Sick Leave Procedure 2019 HR - SVP Working Safely with Vulnerable Groups May 2019 HR - Time Off in Lieu policy HR - Time Off in Lieu Procedure Financial Treasurer Booklet Financial Conference Treasurer’s Annual Report - Blue Book Financial Policies and Procedures For Conference and Councils Of the Society of St. Vincent de Paul 2004

NMC Conflict of Interest Code of Conduct for NMC Members 74

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