AnimATION NOTES

MANUAL ON SALESIAN ADMINISTRATION

BOOK V

SALESIANADMINISTRATION

TODAY

A Manual to Assist Confreres to bring together the Salesian Charism and the Gospel Way

of Life into the Administrative Practices in South Asia Today

BOOK II

SALESIAN ADMINISTRATION TODAY

CONTENTSAcknowledgementsAcronymsPreface

IntroductionChapter 1: The Salesian Spirit in Administration Chapter 2: Practice of VowsChapter 3: Authority, Tasks, Roles, Boundaries in

the ConstitutionsChapter 4: Administration at the Local Community

LevelChapter 5: The Local AdministratorChapter 6: Administration at the Provincial

Community LevelChapter 7: The Provincial EconomerChapter 8: Solidarity, Lay Collaboration andNetworkingChapter 9: A Gospel Based Administration in SalesianSettingsConclusion

Annexure 1: Scrutinium Paupertatis Annexure 2: Scrutiny of Salesian AdministrationAnnexure 3: Procedure followed by Finance Commission inexamining BudgetsAnnexure 4: Report of Salesian Administration on Handingover.ResourcesGlossaryBibliography

INTRODUCTION

The power of globalisation is such that it takes in its

stride everything in life, including the way people think

and act. There is nothing that is not within its sweep.

Culture and tradition are constantly being redefined. We

need to examine ourselves honestly to find out how the

Salesian system of administration has stood the test of

time, and of the developments that is part of the

onslaught of globalisation. Has the Salesian Spirit with

its characteristic openness, creativity and initiative

adapted itself to be able to ride at the crest of

modernity, or has contemporary developments in the Market

Economy and globalization carried it along in its tide

(Tsunami)? Are we today guided by the message of the

Gospel, or by the demands of the market economy and a

profit driven communications revolution? Is the relevance

of our mission and commitment to the young and the poor

visible in our settings and in the way we organise

ourselves? In short, is the Salesian tradition and

culture as practiced in our region so deeply rooted in

the Gospel that it can withstand such pressures?

The Rector Major, Fr. Pascual Chavez, challenged the

entire congregation on the Communications Media with his

letter AGC 390, “On the Frontiers of Social Communication

with the Courage of Don Bosco.” Later, when speaking to

the perpetually professed Salesians at Hyderabad on 8th

February, 2006, of our style of working with poor youth

Chapter 1: Salesian Spirit in Administration 1

refers to the style of Don Bosco, he said, “When Don

Bosco bought the Pinardi shed, it was only a beginning.

He thought beyond its low and narrow confines, and was

already visualizing the Basilica of Mary Help of

Christians.

We are challenged in the same way with regard to Science

and Technology and other human sciences. We are easily

won over by technology. We need to learn to manage

technology and development rather than become slaves to

them. The developments in the Human Sciences offer us

incredible resources to organise and administer our

institutions to serve the marginalised better. More than

ever before we have the resources today to realize the

goal of the followers of Christ: “All who believed were together

and had all things in common” (Act 2, 44). We can ensure that

the benefits of development reach the marginalised even

as the same resources are being exploited by a few for

themselves. “Following his example we too live detached from all earthly

goods; we participate with a spirit of enterprise in the mission of the Church

and in her struggle for justice and peace, especially by educating those in

need” (C. 73).

We shall first look at some of the specific

characteristics of administration that should follow from

the Salesian Spirit (Chapter 1). If the mission is

entrusted to the community, and if administration is at

the service of the mission, then the administration of

the institution is very closely linked with the

functioning of the community. The practice of the vows

will help us promote by our very lives the mission weBook II: Salesian Administration Today2

carry out. In Chapter 2 we shall look at community

involvement in administration and also the link between

the authentic practice of the vows each of the vows of

poverty, chastity and obedience and see how authentic

practice of the vows and effective administration.

The mission is entrusted to the communities. The

Constitutions define the mission, specifies the one who

carries it out and how one is to carry it out. It

clarifies for us the roles and boundaries in carrying out

our mission (Chapter 3). We need to examine in detail

how administration is to be carried out at the local

level (Chapter 4) and the role of the Local Economer who

has the first responsibility in the administration of the

local community (Chapter 5). The various settings of the

communities taken together make up the provincial

community and connect the various activities of the

province into an organic whole. This understanding or

unity is to be realized and promoted by the

administration of the province that need to place

perspective the specific role of communities and local

economers (Chapter 6). Here again we need to look at the

person and identity of the Provincial Economer who is

responsible for administration at the provincial level

(Chapter 7).

We need to look beyond the strict boundaries of each

community and the provincial community and see the vast

movement of people that Don Bosco dreamt of. We need to

link up with the Church as well as civil groups or even

with governmental and international bodies. There is needChapter 1: Salesian Spirit in Administration 3

for solidarity and networking. The style of

administration needs to be such as to promote solidarity

and networking, by willingness to team up and collaborate

with all involved in administration as well as

apostolate, Salesians as well as the laity (chapter 8).

With all these challenges we need to draw up programmes

of action so that the administration in our communities

will contribute to make our style Gospel based and

contribute towards more effective fulfilment of the

mission of the congregation. This we shall take up in

Chapter 9.

CHAPTER 1

THE SALESIAN SPIRIT IN ADMINISTRATION

Why take so much trouble to ensure that the Salesian

Administration is according to the Salesian Spirit?

Administration, if it can really be qualified Salesian,

will have all the typical Salesian characteristics. Our

Constitution tells us that “under the inspiration of God,

Don Bosco lived and handed on to us an original style of

life and action: the Salesian spirit” (C.10) This style

is to be reflected in our administration as well. To have

an administration having all the characteristics of the

Salesian Spirit and fully at the service of helping

Salesians and collaborators to become Signs and Bearers

of God’s love for the young – a paradigm shift in the

Book II: Salesian Administration Today4

style of administration has to take place. This means

that our style of administration will depend to a great

extent on the realization of Salesian Spirit in the life

and the action of the community. If the administration

does not reflect the Salesian Spirit as embodied in the

Preventive System, it will negate the efforts made by the

community at all other levels. This manual, therefore,

seeks to explore ways in which our administration carried

out according the Preventive System Spirituality can

contribute to the full realization of the life and

mission of the community at the local, the provincial and

the world levelsi.

What aspects of Salesian Spirit needs to be reflected in

Salesian Administration?

We could identify certain characteristics that would give

our administration a Salesian identity.

1. Salesian Mission at the Service of the Poor and the

Young: “Our mission is a sharing in that of the church

…by bringing to men the message of the Gospel which is

closely tied in with the development of the temporal

order…” (C. 31). We are called “to be in the Church

signs and bearers of the love of God for young people,

especially those who are poor.” (C.2). The style of our

administration needs to be such that we not only work

for the poor and the young, but also the poor and the

young feel welcome in our institutions. Our style of

relationships is such that it is clear to all that we

take sides with the poor. “Don Bosco saw clearly the


social implications of his work… We labour in

economically depressed areas and for poor youth. We

cooperate with those who are trying to build a society

more worthy of man’s dignity.” (C.33).

2. The Mission is Entrusted to the Community : “The

apostolic mandate which the Church entrusts to us is

taken up and put into effect in the first place by the

provincial and local communities. The members have

complementary functions and each of their tasks is

important. …pastoral objectives are achieved through

unity and joint brotherly responsibility” (C. 44).

Articles 190 of the Constitutions and 198 of the

regulations insist on the communitarian dimension of

administration when they insist that “all temporal goods

are administered respectively by the economer general

and by provincial and local economers, under the

direction and control of the respective superiors and

councils.”

3. The Administration follows Preventive System Methods :

“Under the guidance of Mary his teacher, Don Bosco

lived with the boys of the first Oratory a spiritual

and educational experience which he called the

Preventive System”(C.20). Salesian administration will

be unique in as much as it reflects the preventive

system spirituality.

a. Reason, Religion and Loving Kindness: “‘This system

is based entirely on reason, religion and loving

kindness.’ Instead of constraint, it appeals to the


resources of intelligence, love and the desire for

God, which everyone has in the depths of his being”

(C. 38).

b. Trust and Dialogue : “It (Preventive System) brings

together educators and youngsters in a family

experience of trust and dialogue” (C. 38).

c. Spontaneity : An aspect of the Salesian Spirit that

needs to come into focus is spontaneity that

develops in the young in the Salesian educative

ambient. Administrative structures and rules need to

promote the spontaneous development of the young,

the staff and all who come into contact with us.

d. Initiative and Apostolic Creativity: “Timely

response to these needs requires him to keep abreast

of new trends and meet them with the well balanced

creativity of the founder; ….” (C. 19) When we are

convinced that administration is at the service of

the mission, our style of administration needs to

become adapted to the changing needs and challenges

of the mission, contributing to, being open to and

encouraging new initiatives possible as well as

viable. (RM on structures 3.6 of AGC 392)

e. Availability : An important Salesian characteristic

is the availability of the Salesians to those whom

they serve. This is particularly true of those in

administration whose privilege it is to serve.

People recognise that we are for service when they

see that we are available.


f. Being present and Accompanying the Young : “Imitating

God’s patience, we encounter the young at their

present stage of freedom. We then accompany them, so

that they may develop solid convictions and

gradually assume the responsibility for the delicate

process of their growth as human beings and as men

of faith” (C. 38).

g. Family Spirit : “Don Bosco wanted everyone to feel at

home in his establishments. The Salesian house

becomes a family when affection is mutual and when

all, both confreres and young people, feel welcome

and responsible for the common good” (C. 16). The

challenge is to adopt the best administrative

practices and at the same time maintain the Salesian

Family Spirit, with a sense of belonging,

involvement, mutual respect and personal

responsibility. Salesian administration will always

be with a human face, promoting growth and

development as in healthy families.

4. The Valdocco experience : “Don Bosco lived a pastoral

experience in his first oratory which serves as a

model; it was for the youngsters a home that welcomed,

a parish that evangelized, a school that prepared them

for life, and a playground where friends culd meet and

enjoy themselves.” Our institutions are to be organised

and administered in such a manner as to continue the

Valdocco style and spirit.


a. Administration that is educative is one of the most

important characteristics of Salesian pedagogy and

administration and is intimately linked with the

process of accompanying. Everything we do is

pedagogical, so too our administration. Let it be

good pedagogy. Getting things done is important. The

way we get things done, in an educative manner, is

also important.

b. Leading, rather than being Led : Today the temptation

is to be pulled along with the globalizing ways of

Market Economy and its values of consumerism and

individualism. Rather than be carried away by the

trends of the day, Don Bosco used every means

available to give primacy to the Gospel in

everything and in that way reaching out to the poor

youngsters.

c. Self-Directed : Our administrative structures need to

provide an ambient where the young will develop

their full potential without any trace of

dependency. We actively promote people to become

self-directed rather than other-directed. Herein we

see the true spirit of Freedom that the young seek:

a freedom to develop their full potential to

maturity rather than a freedom without

responsibility.

d. Evangelizing : The Gospel values practiced in the

process of administration and the Gospel style of

relationships will be the finest witness a community


can give and the greatest support for the

evangelizing task of the community.

5. Professional and Prophetic : The Constitutions, in

article 118, invites every Salesian to develop

professional competence as part of our on going

formation. The Ratio calls upon the Salesians in their

formation to develop professionalism and competence and

points out the professional role of the Salesian

Brother. GC 24 is very explicit when it speaks of the

Salesian Brother: “to all he offers a particular

sensitivity for the world of work, attention to the

local environment and the demands of the professional

approach associated with his educative and pastoral

activity.” ( ). The Brother is professed to be

professional. At the same time one of the greatest

challenges of modern management and administration

today is to carry out activities or projects

professionally as well as prophetically. Only then we

will be true to the Gospel that we profess.

a. The call to be prophetic is also a call to be

relevant. “The Salesian is called upon to be a

realist and to be attentive to the signs of the

times, convinced that the Lord manifests his will

also through the demands of time and place.” (C.

19).

b. Service, not Commerce : Today, all services,

including education, are getting commercialised.

This is a far cry from Don Bosco’s call of ‘Da Mihi


Animas Cetera tolle.” The Salesian administration

needs to gear itself to challenges from the

commercial world and maintain the educational and

pedagogical relevance of our institutions. People

matter.

6. A Society of Clerics and Lay People with Complementary

Roles: While article 4 of the constitutions tells us

that our society is made up of clerics and laymen who

complement each other as brothers in living the same

vocation, article 45 spells out how these complementary

roles are to be carried out. The confusing of the

clerical and lay roles, especially with clerics

neglecting the ‘specific quality of their ministry’ by

indiscriminately encroaching into the roles of the

Salesian brother, including administration.ii Hence

article 45 reminds us that ‘the significant and

complementary presence of clerical and lay Salesians in

the community constitutes an essential element of its

makeup and of its apostolic completeness.’

How will we be able to reflect the various aspects of the

Salesian Spirit in Salesian Administration?

The preparation of this Manual on Salesian Administration

was an effort by the Provincial Economers of South Asia

to ensure that the Salesian Spirit is reflected in every

aspect of Salesian Administration. The Manual contains

ideas and suggestions to make the Salesian administration

truly Salesian. We need to look not only for efficiency,

but also whether the style of administration is truly


Salesian and Gospel based. A periodic scrutiny of our

style of administration, in the manner of the Scrutinium

Paupertatis, could help in this regard. Today, the

complexity of tasks due to various developments demands

greater qualification on the part of those in

administration. Capacity building of personnel, Salesian

as well as non-Salesians, is important. All the more so

if we are not to be carried away by the contemporary

trends and we miss the Gospel ideals. The risk is greater

if we are not competent.

Who will ensure that the Salesian Administration is

carried out according to the Salesian Spirit?

It would not be wrong to say that every Salesian has a

role in the administration of the community and to that

extent is responsible for the way it is conducted. The

tasks and roles of each one in the community is to be

specified. The rector, provincial and the rector major

are entrusted with the task of animating communities at

various levels, including the style of administration.

Every confrere contributes his share to ensure that the

Salesian Administration is Gospel based.

The local economer, provincial economer and economer

general have the immediate task of carrying out the

administration at various levels. They also have the

direct task of ensuring that it is carried out according

to the Salesian Spirit. Their primary task would be: to

plan, coordinate, and to animate those involved in the

administrative set up on the twin pillars of Salesian


Mission and Salesian Spirit. This requires an on going

dialogue with the community members with our

collaborators and others who are professionally

qualified. Professionalism will ensure that Salesian

administration is effective as well as efficient. But our

administration will be really effective only if it

fulfils its prophetic task, i.e., if it witnesses to the

Gospel Spirit.

When can this be realized?

Making administration in our communities match the

Salesian Mission and Spirit is a matter of urgency.

Whatever yardstick for renewal has been applied to the

various aspects of our life and mission over the past 40

years since Vatican II need to be applied now to our

style of administration. The coming General Chapter 26

calls us to look explicitly at the role of the local

administrator. The Provinces have the challenge before

them to ensure that the Local Administrator is helped to

fulfil his Salesian Vocation in carrying out his tasks.

The fact that the Vocational fulfilment of the local

administrator leaves too many gaps that seek serious

attention also points to the urgency of the situation.

Urgency also arises from the impact of globalisation that

can engulf the religious life itself today. We Salesians

may find ourselves more and more serving the interests of

the dominant classes and their vested interests, rather

than be in the service of the poor and abandoned. The

Salesian Administrator can contribute their mite to lead


the congregation back to Don Bosco by making the

administration truly Gospel based.


CHAPTER 2

PRACTICE OF THE VOWS

Introduction

1. Religious Profession and Administration

The public profession of the vows carries with it

privileges and responsibilities. Privileges in our

context would translate as the first to have a chance to

exercise responsibility and do service. In the same

logic, by our profession, we dare tell the world that we

are available for service and we are willing to be

challenged if we do not reach up to the mark we have set

up for ourselves. We make our profession freely. Hence we

do not need any pity from anyone about the opportunities

that are perceived to be lost for vowed persons. As vowed

persons also accept not to make up for what we have given

up by taking advantage of the community or at the expense

of the people who for administrative reasons may depend

on us. Our profession gives people a greater claim to

expect fairness, availability and sensitivity from us.

2. Poverty and the Individual Salesian

Each confrere is responsible for his own practice of

poverty as well as do his share to create the ambience

for the practice of poverty through the administrative

processes. Poverty for the kingdom would mean that our

life and aspirations are mingled with that of the poor.

By the vow of poverty the individual Salesian, in

whatever role, forgoes willingly the power and the right

to dispose of goods. Permission, not merely information,

Chapter 2: Practice of the Vows 9

is the medium used to acknowledge the seriousness of our

disposition to practice evangelical poverty. At the same

time, permission does not absolve us of the

responsibility for the consequences of decisions we make

or do not make. The spirit of poverty demands of every

Salesian to keep to a frugal way of living for oneself.

Every Salesian avoids acquiring costly gadgets for his

own personal use. If these are got, they are for the

community and remain community property. Our closeness to

the poor also makes us involve in working with them to

change the conditions of their life through greater

justice and equality.

3. Practice of Poverty and the Community

The local community takes care to promote the practice of

the vow of poverty by taking the necessary steps to

ensure that the community is truly poor and lives in

solidarity with the poor for whose sake we have chosen to

follow Christ’s call.

a. Makes an annual examination, during one of the tri-

monthly recollections, of its fidelity to the

practice of poverty, the "scrutinium paupertatis" (cf. R

65).

b. Keeps a common standard of living in our community

settings.

c. Ensures that our public functions such as

ordinations and jubilees, community outings, or

birthday celebrations, bear witness to the

simplicity of religious life.


d. Ensures that the funds received for various

activities and projects are used judiciously for

the people or the purposes for which they are

received and are clearly reflected in the accounts.

“What we have belongs to the poor” (C. 79)

e. Takes the necessary steps to provide every confrere

all the basic requirements for his life and work in

common. “The community receives a confrere with an

open heart” (C. 52).

f. With due respect to the will of the testator, money

received from legacies and foundations are passed

on to the Province and not kept by individuals or

communities.

g. Money received by individual confreres from the

benefactors, for services rendered or from any

other source belongs to the community and must be

handed over to the community.

h. The gratuity and the commutation of pension

received by confreres are passed on to the

Province.

i. Though the Salesian Society may acquire, possess,

administer and alienate temporal goods, they are

not to be held in the name of an individual person

or retained if they are not directly useful for our

works (C. 187).

4. Role of the Rector

Chapter 2: Practice of the Vows 11

a. The Rector “is the first in order of responsibility

for its (community) religious life, its apostolic

activities and the administration of its goods (C.

176).

b. “By the vow of poverty we undertake not to use and

not to dispose of material goods without the

consent of the lawful superior” (C. 74)

c. The confrere “accepts his dependence on the

superior and community in the use of temporal

goods” (C. 75).

5. Role of the local economer

a. The local economer’s role includes theresponsibility for the way he and the communitypractices poverty (C. 184).

b. He will be watchful to see that abuses and waste ofevery kind are avoided (R. 199).

c. He ensures that furnishings and rooms are keptsimple, functional, clean and well ordered (R. 199)

6. Confreres in Charge of Sectors / Departments

a. Those in charge of particular sectors or

departments have a responsibility to ensure that

they practice the spirit of poverty and dependence

on the rector and the community in the use and

disposal of money and temporal goods.

b. Our practice of poverty does not prevent us from

providing all the facilities required for the poor

youngsters who come to us to have the best possible

education. Every effort will be made to ensure that

the poor boys under our care are able to learn theBook II: Salesian Administration Today12

skills necessary for them to support themselves in

life.

c. The adherence to the practice of poverty and

fidelity to the mission will make those in charge

of particular sectors or departments to keep the

focus of their educational mission open to and at

the service of the poor young people.

d. The atmosphere in the institution would be such as

to make it a place of welcome for the poor and our

programmes contribute towards the development of

the poor.

7. Practice of Chastity and Administration

The style of administration cannot be detached from life.

As persons who have taken the vow of chastity, our life

style and attitudes to life and sexuality is bound to

affect our style of administration. By becoming conscious

of this reality, we can ensure that this commendable step

taken by us is really growth-promoting and does not

interfere with our everyday functioning.

Since chastity deals with one of the most basic and

powerful of our drives, it is likely that our style of

functioning in administration, the way we organise our

activities, and so on, may unconsciously be attempts at

compensating for what we have publicly given up. Our

constant seeking of privileges that takes us away from

accountability and make us arbitrary in decision making

could also serve as compensation, and prevent any

objective review of what we do or how we do what we do. Chapter 2: Practice of the Vows 13

Communitarian and participatory decision making, along

with openness and transparency in the way we function,

openness to the review of our actions and style, equality

with the lay staff, including women, will go a long way

in ensuring a mature, objective and responsible style of

functioning. Our administration will ultimately

contribute to growth to maturity of everyone.

The chapter on ‘The Challenge of the Vows’ in the Book on

Gospel Based Administration can throw light on this important

theme.

8. Practice of Obedience and Administration

We have not sufficiently explored how obedience or

seeking the will of God can be one of the greatest

factors that could make Salesian Administration and

Community life what the psalmist would say: “How good and

pleasant it is when kindred live together in unity!” (Ps.

133, 1). Obedience is seeking together God’s will. In the

Preventive System tradition, it is also important that

seeking God’s will is seen to be done. Nothing is to be

presumed.

Seeking God’s will in administration, governance or

community life is a collective or communitarian activity.

No one can nor should seek to do it by oneself because

then there is the danger of missing it altogether. Here

again a professional approach, or having proven ways of

discerning God’s will in a transparent manner, will not

only strengthen the process of seeking God’s will, but

also strengthen the wills of individuals who may


genuinely find it difficult to carry it out. It is the

common search for God’s will that will make our obedience

and community life prophetic.

Obedience is not just doing the will of a higher

authority. All are equal, though fulfilling different

roles. By the vow of obedience we risk the danger of

submitting our wills to that of another without the

struggle of making appropriate choices, including the

choice of deciding to follow a community or group

decision. Obedience presumes maturity and adult choice.

Only those who have wrestled with their own spirits and

made that choice can choose to be obedient. This would

mean that one has personal authority that is the result

of genuine self esteem and sense of self-worth. It would

also mean that the person who chooses obedience is

capable of being self-directed and not dependent. He can

take own decisions and owning up responsibility.

The vow of obedience is an opportunity for greater

efficaciousness. By throwing oneself on the collectivity,

and on the will of another, one may cease to be self-

directed. One's choices are made by others; and there is

the comfortable feeling that one does not have to assume

the responsibility for them – that falls on those who

take decisions. One need not go through particular

agonies of decision; one need only follow the crowd.

There is earnest searching of heart is not necessary. The

danger is that there will be an end also to aspirations.

In eliminating alternatives and the strict necessity for

choice, obedience eliminates also the necessity for self-Chapter 2: Practice of the Vows 15

assertion and the assertion of one’s own purposes. And

thus it subtracts from one of the elemental disciplines

needed for growing into our full human stature. The

obedient person can become relatively inert, purposeless,

and to that extent less a human being.


CHAPTER 3

AUTHORITY, TASKS, ROLES AND BOUNDARIES

IN THE CONSTITUTIONS

Everyone in the institution, including those in

leadership roles, engage themselves in the primary task

of the institution. One of the duties of a leader,

administrator, manager or anyone funfilling similar

functions, is to assist members to manage themselves in

role while engaging themselves in the primary task of the

institution. Such persons, while functioning as leaders,

also need to manage themselves in role respecting role-

boundaries of others while engaging themselves in the

primary task of the institution. In short, to function

appropriately and professionally, we need to be clear

about the following:

1. The Primary task and the related secondary tasks.

2. Specific roles.

3. Various boundary conditions.

4. Service of authority.

Let us examine each of these factors in the process of

administration in our Salesian settings and contexts.

1. Primary Task

An administration cannot be carried out unless there is

clarity about the purpose of the administration, just as

a building cannot be put up unless there is a definite

plan and adequate finances which one is authorised to


utilise. Article 2 of our Constitutions defines the

Primary Task (the Mission) of the congregation and of

every confrere and collaborator: “To be in the Church

signs and bearers of the love of God for young people,

especially those who are poor.”

In Part IV Our Constitutions, outlining “Our Pastoral

Educational Service” provides a number of secondary tasks

to realize the primary task of the community:

1. The total development of people: upright citizens

and good Christians (C. 31).

2. Personal development, leading to maturity (C.32).

3. Social and collective development to build a society

more worthy of human dignity (C. 33).

4. Evangelization and Catechesis (C. 34).

5. Introducing the young to ecclesial life:

i. Groups and movements (C. 35).

ii. Word of God, prayer and the sacraments (C.

36)

iii. Vocational Guidance (C. 37).

All administrative tasks are also secondary tasks in

fulfilment of the above primary task specified in article

2 of the Constitutions. These are further specified in

the chapters that follow.

2. Specific Roles

Salesian mission (primary task) is entrusted to a

community. Specific ROLES are defined in the part “Those

who share responsibility for the mission (C. 44-48).

Chapter 3: Authority, Tasks, Roles, and Boundaries in theConstitutions

15

This section of the constitutions clearly places before

us the various people who are involved in the mission and

their specific roles in carrying out the primary task.

1. The mission is entrusted to the community:

provincial and local (C. 44)

2. The provincial and the rector are responsible for

the animation f the community (C. 44)

3. There are common as well as complementary

responsibilities of the Salesian brother and the

Salesian priest or deacon (C. 45)

4. Young Salesians too have their specific roles (C.

46)

5. The educative community and lay people play their

specific role (C. 47)

6. Solidarity with the particular Church (C. 48)

a. With the pastoral action of the local church

and the bishop

b. With links to the Salesian family and other

religious

c. Cooperation with civil organisations.

7. Participation and shared responsibility includes

planning, organising and evaluating, according to

each one’s role and competence (C. 123).

Article 190 of the Constitutions tells us in unmistakable

terms as to who exercises responsibility for the

administration of temporal goods in the congregation and

how it is to be exercised: the Economer General, the

provincial and local economers under the animation and

guidance of the appropriate leaders and teams (councils)Book II: Salesian Administration Today16

are immediately responsible. It would be interesting to

note that this administration is carried out under the

direction and control of the respective superiors and

councils. Article 198 of the regulations brings to the

attention of the confreres that this provision brooks no

exception whatsoever. Confreres in charge of works who

have by statute or agreement separate administrative

councils must render an account of their administration

to the religious superior. This must be done even when

there exist separate administrations for the community

and the work concerned.

In short, the rules require that administrative tasks are

to be carried out by those in role under the direction of

the appropriate leaders and councils. This ensures that

decision making is communitarian.

3. Boundary Conditions – The limits within which one in a

role needs to act

This is the most difficult part in any system of

administration or management. The earlier idea was that

of managing people. This might have been done

professionally or ‘in a spirit of paternity’ or even

autocratically or in any other human way possible. But in

all these the real point is missed. Administration is not

about managing people. It is about managing boundary

conditions!

Our role is not to improve people or change them. Our

role is to engage in the primary task and assist others

too to engage in the primary task from their particularChapter 3: Authority, Tasks, Roles, and Boundaries in the

Constitutions17

roles. A good leader or administrator understands the

boundary conditions and assists his team to respect

boundary conditions while engaging in the primary task.

The constitutions, defines for us some of the basic

boundary conditions.

a. The style in which we work.

i. The preventive system in our mission (C. 38)

ii. Presence and Assistance as an attitude and

method (c. 39)

b. Criteria in choosing the TASKS:

i. Don Bosco’s Oratory a permanent criterion

(home, parish, school and playground (C. 40)

ii. Inspirational criteria for our works and

activities (C. 41)

a. Actual needs of the people

b. The needs of the neighbourhood and of the

church.

c. Going where the young and the poor are

found

d. Immersed in the context of the life style

of young people.

iii. Different types of activities and works

a. The traditional activities (C. 42)

b. Social Communication (C. 43)

Further BOUNDARIES are set in the sub-section “Those to

whom our mission is directed (articles 26-30) and

“Criteria for Salesian Activity (articles 40 – 43).

Boundaries are limits within which the mission is to beBook II: Salesian Administration Today18

realized. The task of the mission already sets certain

boundaries (task boundaries – other boundaries are of

time, territory and so on) within which we are to

function. Besides these there are other boundaries or

limits which we are to function.

1. Target Group:

a. Young people to whom we are sent – especially

those who are poorer (C. 26).

b. Young workers (C. 27).

c. Young people called to serve the Church (C. 28)

d. People not yet evangelized (C. 30).

2. Territory

a. Especially in areas of greatest poverty (C. 26)

b. In working class areas (C. 29)

4. Service of Authority

Authority is personal. It comes from within. It is linked

to one’s self-esteem and sense of self-worth. A mature

person is self-directed, capable of making one’s own

decisions and taking responsibility for decisions taken

and so on. They are not dependent. In the Gospels Jesus

is portrayed as one who speaks and acts with authority.

Unfortunately, in a dominator model of society, all

authority is presumed to be vested at the top. They

further claim that all authority comes from God and is

vested in them. In Gospel based administration, authority

is in each one of us who are created in God’s image, male

and female, and in the community (where two or three are


19

gathered together in my name). All other power is usurped

power. Such power leads to arbitrariness and abuse.

In actual situations we find that authority is delegated

upwards. An employee delegates a part of his authority to

his manager so that he can fulfil his role of leading

more effectively. This given reality helps us to

understand that a certain amount of authority is also

linked with role and is to be exercised by the person in

that role. Jesus’ expression, ‘All authority is given to

me…” and his appointing Peter and the apostles to fulfil

certain roles clarifies the way he gives them authority

to perform those roles.

Article 121 of the Constitutions tells us that authority

in the congregation is exercised according to the Spirit

of Don Bosco as a service to brothers for discerning and

fulfilling the will of God. This service is directed to

fostering charity, coordinating the efforts of all,

animating, orientating, making decisions, giving

corrections, etc. so that the mission may be

accomplished.

All share in one and the same authority and exercise it

in communion with the Rector Major (Vide C. 122). Our

common vocation requires the responsible and effective

participation of all the members in the life and action

of the local, provincial and world communities, not only

in terms of implementation but also of planning,

organizing and evaluating, according to their respective

ROLES and competence. This shared responsibility requires


their participation in the choice of those responsible

for government and in the working out of their more

important decisions. Those in roles of exercise of

authority promote and guide this participation by

providing adequate information, personal dialogue,

community study and reflection (Vide C. 123).

Subsidiarity and decentralisation form a corollary of the

sharing and participation in authority. Article 124 tells

us that authority of any kind, and at every level, leaves

to the initiative of lower levels and of individuals

whatever can be decided and done by them, according to

their respective competence. The principle of

subsidiarity implies the principle of decentralisation

which, while safeguarding unity, recognizes a proper

autonomy and consequently a right distribution of powers.

In reality the constitutions takes pains to restore the

dignity and personal authority of each member.

The service of authority is exercised in a family spirit

of love which inspires relationships of mutual esteem and

trust. Here again we must not misunderstand “family” as

the place where all authority is vested in the parents

and elders. God created us in his likeness. The

relationship there is one of love, respect and trust

promoting growth and development: ‘He grew in age and

wisdom’ (Lik2, 52). Unfortunately, in many instances, the

family is a place of violence and abuse of authority.

This is internalised and is carried also into one’s adult

life. This attitude of violence-based authority can get


21

carried into a Salesian’s life. We are called to change

this scenario through a process of formation. As

Salesians we are called to transform this attitude with

Joy and Optimism (C. 17).

5. Preventive System

In the preventive system we have a grand blending of the

various elements that go to make up the style of every

Salesian and every Salesian community. “Don Bosco passes

this on to us as a way of living and handing on the

Gospel message, and of working with and through the young

for their salvation. It permeates our approach to God,

our personal relationships, and our manner of living in

community through the exercise of a charity that knows

how to make itself loved” (C. 20). In Salesian

Administration, the preventive system is a task that is

to be realized. It gives the boundary conditions within

which administration is to be carried out. It gives us a

clear understanding of authority and how it is to be

exercised. And it is to be exercised by everyone in role.


CHAPTER 4

ADMINISTRATION AT THE LOCAL COMMUNITY LEVEL

The primacy of the Salesian Community and its Mission

“The apostolic mandate which the Church entrusts to us is

taken up and put into effect in the first place by the

provincial and local communities. The members have

complementary functions and each one of their tasks is

important. They are aware that pastoral objectives are

achieved through unity and joint brotherly

responsibility.

“The provincial and the rector, as promoters of dialogue

and teamwork, guide the community in pastoral

discernment, so that it may accomplish its apostolic plan

in unity and fidelity” (C. 44).

A confrere joins the provincial community by making

public profession of the vows. We profess to live in

community. It is the task of the provincial community,

first and foremost, and the Rector in particular, to

provide the ambience conducive for the practice of the

vows as well as carry out its mission in community. The

style of administration and governance must be such as to

ensure this.

We are members of a congregation that has as its motto,

da mihi animas cetera tolle. Hence it follows logically that the

confreres are fully involved in the pastoral

responsibilities of shepherding souls, and enriching


whatever administrative role they have in a pastoral

manner. The pastoral aspect of administration will help

us to be more authentic, responsible and professional.

Since priority is to be given to matters directly

connected with the mission, wherever possible financial

activities and administrative tasks can be shared with

lay collaborators.

The Community in General

1. The mission is entrusted to the community. In the same

way, the administration which is at the service of the

mission is also entrusted to the community.

2. Inventories/ asset register / dead stock register / are

kept of all that belong to the community as such,

according to the various departments. Separate lists

are made of both movable and immovable goods belonging

to the province/community and/or the dioceses but under

our administration. All these lists are updated

annually.

3. Every house will have a qualified legal advisor who is

selected with the understanding of the Provincial

Economer.

4. Though the community is a legal body with its rights

and responsibilities, in tune with the religious rules

of the community, it would be appropriate to observe

the following:

a. “The following operations in favour of third parties

are forbidden: making loans, acting as guarantors,

Chapter 4: Administration at the Local Community Level 21

accepting obligations, issuing or backing letters of

credit, mortgaging the property of the society and

similar operations” (R. 188).

b. No one is to stand as legal guardian or as guarantor

for any loan (cf. C. 188 & R. 191).

5. As stewards in administration, as witness to our life

of poverty, and as a sign our solidarity, the lay

collaborators with whom we share the responsibility for

our mission, especially in communities where EPCC is

operative, will be informed, with prudence, of the

state of our finances from time to time. This is not

to say that all the accounts are open indiscriminately

to everyone.

The Community Budget and Accounts

6. Every community will have its budget. The community is

involved in the preparation of the community budget.

After formulating the EPP and holding the annual or

biennial scrutinium paupertatis, the budget is prepared in

the spirit of the deliberations made there. The

community will ensure that the budget promotes the

priority of its mission to the poor.

7. The community expenses are to be accounted separately.

The community budget will also include the personal

expenses of the confreres, in keeping with the

decisions of the Provincial Chapter. The community

meets all the expenses of the confreres in accordance

with the policy of the province and the annual budget

of the local community. Book II: Salesian Administration Today22

8. At the time of making the budget, the money required

for the community expenses will be specified. This

could include money from the personal earnings of the

confreres and donations to that effect.

9. The community planning will include the possibilities

for the optimum use of facilities such as buildings,

play grounds, class rooms, etc. for the use of the

people as a sign of our commitment to the marginalized.

10. In the communities in each province, we normally use

common accounting software and follow a uniform filing

code.

11. All purchases are done with due authorisation and in

the name of the registered society, and not in the

names of individuals.

12. Vehicles are purchased and registered in the name of

the Society or Institution. When they are sold, the

registration is transferred to the name of the

purchaser at the earliest and the money is put back in

the same account.

13. A depreciation or sinking fund is to be kept for the

maintenance of the present vehicle as well as to

provide for its eventual replacement in due course. In

order to follow up the use and maintenance of the

vehicle, it will be helpful to have a log book that is

kept up-to-date for each vehicle.

14. Land is purchased and registered in the name of the

Society from which the payment is made.


15. A confrere accepts a legacy (capital/non-capital)

with obligations only with the permission of the Rector

Major and his council (Cons. 188). He receives them on

behalf of and in the name of the registered society

(province).

16. “Royalties received by Salesians for their

publications or other productions are fruits of work

which as members they fraternally place in common for

the benefit of the Society.” (R. 57 a.)

17. “Every confrere, whether author or publisher shall

cede the copyrights he acquires according to the norms

of the province and in the manner prescribed by law…”

(R. 57 b). The same is followed with regard to videos,

audiocassettes, movies, software, and other such

products.

Rector

18. “The economer is the one immediately responsible for

the administration of the temporal goods of the

religious house” which he does “in dependence on the

rector with his council” (C. 184).

a. “The rector will keep himself frequently informed of

everything that relates to the financial state of

the house” (R. 199).

b. “The rector and local economer will be solicitous in

satisfying their financial obligations to the

provincial in the manner laid down, and in

transferring to him any surplus remaining at the end


of the financial year, in obedience to article 197

of the general Regulations” (R. 201 a).

c. “They will also diligently fulfil any other

obligations which they have undertaken and pay any

debts contracted both with other Salesian houses and

with externs” (R. 201 b).

d. The animating role of the rector is also in the area

of administration. Whereas “the economer is the one

who is immediately responsible for the

administration of the temporal goods of the

religious house” (C. 184), the rector, as a genuine

model in the practice of the vow of poverty in the

community, will ensure that he resists every

temptation to intervene directly in any

administrative or financial matter, and keeps

scrupulously to his animating role only, in the

community.

19. The Rector’s task of administration will include:

a. Promoting a planning mentality in the community and

facilitating the formulation of the EPP and budget

of the community as well as of the different

sectors.

b. Ensuring that all the information in relation to the

budget and all major financial transactions of the

house are provided to the community through the

community assembly.


c. Getting acquainted with the accounts, checking the

balances and giving the administrator his opinion

concerning items of expenditure.

d. Giving his accounts personally to the administrator

and receiving the account of the personal expenses

of the administrator.

e. Ensuring that the life style of the community is in

keeping with the spirit of poverty.

20. The following are to be stored in the house Archives

under the care of the Rector:

a. Minutes books of the House Council

b. Minutes books of the Assembly of Confreres

c. Chronicles of the house

d. Records of the Provincial visitations and of

extraordinary visitations

e. Appointment letters of confreres assigned to the

community.

f. Mortuary letters of confreres, especially those of

the province and region.

g. Records of the home addresses, bio-data, and

qualifications of confreres.

h. Personal correspondence between the Rector and the

parents/guardians of pupils, especially on delicate

or important matters.

i. Updated lists of benefactors, local authorities and

others with whom periodic contacts are desirable or

necessary: with address, phone number, e-mail ID,

URL and so on.


j. Details of any agreed services to be rendered to the

parish, to local religious communities,

schools/organizations and/or others, including Mass

obligations with a clear documentation of the same.

k. Mass Register

l. Agreements on chaplaincy.

m. Conveyance Deeds.

n. Court cases and judgements.

o. Documents on any existing problems especially with

regard to property.

p. Papers / Documents regarding lease / sale / donation

of property

q. Documentation on Customs and Traditions of the

House.

r. Confidential Files

s. Correspondence with the Rector Major and the

generalate team in Rome

t. Acts of the General Council

u. Correspondence with the Provincial

v. Circular letters of the Provincial

w. Circular letters of the Bishop

x. Monthly and Yearly Time-tables

y. Documents related to the Canonical erection of the

house.

21. The following registers are also kept in the

community under the care of the Rector/administrator:

a. All files and registers relating to the Registered

Society / Trust. These include the Registration


Certificate, minutes of the Annual General Meeting

and the minutes of the General Body Meetings.

b. FCRA registration file

c. Income tax file and the 12A registration papers.

d. 80-G Certificate / Exemption Certificates, if

registered.

e. It is recommended that the originals or at least a

copy of these certificates are kept in the provincial

archives.

22. The rector consults a competent lawyer, chartered

accountant or other competent person whenever any

official document is to be made, such as promissory

note, agreements, wills, property registration,

appointment letters, letter of dismissal, copies of the

memos, etc.

23. The rector / secretary of the society represent the

society for all legal matters.

24. The rector will have an understanding with the house

council and the Provincial when externs need to stay

with the community for long periods.

25. The rector will seek the consent / opinion the house

council in the following:

a. To fix the tuition and other fees to be collected in

the different sectors (schools, technical schools,

parish, etc.) of the local community.


b. To transfer funds from the common fund of the

community to different sectors when a sector has no

funds in its accounts.

c. “Without prejudice to what is laid down in article

188 of the Constitutions, the rector and the

economer will not make modifications, seek solutions

to economic problems, or take other initiatives of

any considerable importance without the consent of

the local council and without the authorization of

the provincial and his council” R. 200.

d. The ordinary running of the house lies within the

competence of the Rector with the assistance of the

house council. For whatever goes beyond the ordinary

running, e.g. to begin a lottery, to hold a fun-

fair, to start a propaganda, to buy or sell

vehicles, to give or receive expensive gifts, etc.,

the Rector will consult the house council and, if

necessary, also have the written permission from the

Provincial and his council.

e. Any authorisation from the Provincial and his

council on administrative matters are to be obtained

in writing. Similarly, all decisions taken with the

house council are to be entered in the minutes of

the house council.

f. Liabilities like loans, concessions, special

privileges, and special appointments are not to be

incurred or carried out just before handing over to

the successor. Congruently, no reversal of


authorised or regular decisions may be reversed by

the administrator without the sanction of the

competent authority.

House Council

26. It is the duty of the house council:

a. To assist the rector to ensure that the life style

of the community and administrative practices are in


b. To function as the de facto Governing Body of the

Registered Society that covers the transactions of

the particular community.

27. To facilitate and expedite better financial

management in the Province, and keeping in mind the

requirements of the Societies Registration Act,

regardless of the actual value, the consent of the

House Council / Governing Body of the society and the

Provincial and his Council are obtained for the

following transactions:

i. Purchase or sale of land or immovable property

ii. Purchase of vehicles

iii. Change of fee structure and salary scales

iv. New constructions, even when the funds for these

are gifted by donors

v. Modifications to existing buildings involving

breaking down or addition of constructions


vi. Acceptance of donations with long term binding

effects on the community

vii. Contracts of any sort with any party

viii. Filing of court cases

ix. Change of bye-laws and memorandum of the

registered society

x. Dismissal of any permanent employee.

Confreres in Charge of Sectors / Departments

28. Heads of sectors should have an understanding with

and the authorization of the Rector, and where

necessary also of the House Council for extraordinary

expenses in their sectors.

29. Those responsible for the different sectors keep

petty cash for day-to-day requirements as given in the

Directory of the Province and agreed upon in the

community.

30. Purchases, sales and money transactions in all our

sectors are generally to be done through the

administrator or in understanding with him.

31. The house council will annually revise the rent

collected from quarters made available to the staff and

give a report to the provincial economer every year

before 24th of May. When the rent is calculated along

with the salary scale, this is automatically done when

the policy is formulated. This policy needs to be

communicated to the Provincial Economer.


32. At the beginning of every year, the house council

shall fix an amount for the use of mobile phones,

keeping in mind the role played by each member in the

community.

33. Donations in any form at the time of or in view of

admissions, promotions or appointments in our

Institutions are not in good taste.

34. The one in charge of a particular sector updates the

inventory of goods available in that sector of the

institution. This inventory is updated before March 31st

every year. A copy is maintained in the house archives.

This is handed over to his successor at the time of

transfer.

35. All those who hold any administrative responsibility

at the house level act on behalf of the Rector and the

community, and need to take care not to compromise the

welfare of the institution through a false sense of

autonomy.

36. The head of each sector of a house / institution

takes responsibility personally or through others for

the up-to-date maintenance of all records, scholastic,

financial or whatever, connected to his sector.

37. All the expenses of a particular sector, including

telephone, electricity and water are to be met by the

sector itself.

Parish Priests


38. The parish is an important apostolate of the

community and its activities are included in the

community budget.

39. Parishes come under double jurisdiction: of the

provincial as well as of the diocese. Hence the parish

priests as well as the Salesian community will ensure

that they live their vow of poverty diligently, and

show a sincere willingness to be accountable to all

concerned.

40. The practice of poverty and simplicity of life would

require that the parish accounts are transparent and

the lay people are genuinely involved in the

administration of the parish. The parish priest, or the

administrator where there is one appointed, maintains

up-to-date accounts of funds belonging to the parish.

41. The Salesian community provides for the maintenance

of the parish priest and his assistant(s) unless this

is done by the Local Ordinary in accordance with the

terms of the agreement between the Diocese and the

Congregation.

42. The parish priest and his assistant(s) hand over to

the community whatever remuneration they receive from

the diocese by way of personal allowances and all

stipends for Masses. Regarding binations and

trinations, we follow the directives of the Canon Law.

Even if no such remuneration is available, and if the

parish has sufficient funds, the confreres working in


the parish contribute to the house a certain amount

from the fruit of their work.

Local Economer

43. Financial Transactions and Accounts

a. It is mandatory that the cheques and other

instruments are signed by at least two persons.

b. Any movable item taken out of the house must have

the approval of the Rector / administrator by way of

a gate pass or a letter equivalent to it.

44. Any appearances or submissions of a financial nature

made with the Income Tax Department or other Government

Departments are done only through the auditor/lawyer,

as the case may be, and in consultation with the

Provincial Economer.

Individual confreres

45. Confreres hand over monthly salary/remuneration and

pension to the administrator to be entered in the

accounts of the community/society to which the

confreres belong.

46. Confreres take the money required for their ordinary

expenses from the administrator and submit proper bills

and vouchers to him.

47. The offices and bedrooms of confreres are to be

furnished in a simple and modest way (cf. R. 55).

Their attire will be sober and in keeping with the

witness they are called to give, without going to

extremes.Book II: Salesian Administration Today34

48. A confrere may retain certain personal equipments

keeping in mind the needs of the apostolate (cfr. C

76).

49. Vehicles are bought in the name of the Society and

are to be used for the apostolate of the community.

“Means of transport shall be the property of the house

or province; they should not be for exclusive personal

use but at the disposal of the community, which will

make use of them only as a means of service and with

the criteria of poverty” (R. 63).

50. We follow strictly the norms proposed in the

Constitutions and Regulations with regard to the

personal ownership, administration and disposal of

goods and making of wills (C. 74, R. 51, R. 52, and R.

53).

51. The congregation does not accept any financial

responsibility towards the members of the families of

Salesians. This is made clear at the time of the first

profession.

52. Any need to assist the family is to be brought to

the notice of the provincial and is to be attended to

by him.

53. The Budget and the Individual Confrere

a. To take interest in realising the budget of their

particular sectors and contribute to the community

budget.

b. To participate in the community budget making

processes willingly and to contribute sincerely.Chapter 4: Administration at the Local Community Level 35

c. To abide by the personal budget with a spirit of

poverty.

d. To remain within the limits of the budget with a

sense of discipline and not to cross budgetary

boundaries without due process.

e. To express in practice the awareness that money that

we are spending really belongs to the poor.

f. To sit willingly for community processes including

budget making, monitoring and evaluation.

Personal Use of Money and Bank Accounts

54. The practice of poverty does not allow for a

personal propaganda set up. Those persons who

personally maintain a propaganda may do it with the

permission of the rector of the community as well as of

the provincial, and only on behalf of the community and

/ or the province. They should give whatever money they

receive to the rector / provincial through the local

economer. They give a monthly / quarterly account of

the same to the rector and his council and to the

provincial during the provincial visitation. The money

received belongs to the community/province.

55. Confreres are not allowed to own/operate personal

credit cards, bank and post office accounts, neither in

the home country nor abroad. Art. 187 of our

Regulations explicitly points out that money of the

house is not to be deposited in any individual account.

Rules concerning charitable trusts and societies do not


allow for accounts in the name of individuals. Law

prohibits the maintenance of bank accounts outside the

country.

56. Exception to individuals having personal accounts

may be had only with a written authorisation of the

provincial. If for any reason a confrere has to start a

personal account or have a credit card (Examples: a

student to pay fees or receive scholarships; a teacher

to receive salary from the government, gratuity, and so

on), it may be done with the written consent of the

provincial. Such confreres will give a written

statement of transactions to the Rector / Administrator

every month, or whenever a transaction is carried out.

It is preferable that the transactions carried out

through the credit card or personal account be

integrated into the community account as well as in the

community budget.

57. If confreres choose to have accounts without

permission, they themselves are individually

responsible for all the consequences arising out of

their transactions.

58. All legal applications filed or submitted in civil

or criminal court are to be done with the written

authorization of the Provincial and his council.

59. No one is to stand as legal guardian or as guarantor

for any loan (cf. C. 188 & R. 191)


CHAPTER 5

THE LOCAL ECONOMER

INTRODUCTION

The local economer recognizes his role as a steward (Lk.

12, 41-44). He exercises his stewardship on behalf of the

congregation, as the one immediately responsible for the

administration of the temporal goods of the religious

house, and not as the owner. As a congregation “we accept

ownership of the means we need for our work, and we

administer them in such a way that all may realize they

are being used for the service of others” (C. 77).

The Salesian in the role of local economer fulfils his

role in a network of roles that constitute the Salesian

community. Our task is to clarify the identity of the

local economer and understand how he is to manage himself

in his role in a given community. We shall do this in the

light of the Constitutions and the general Regulations.

The figure (and identity) of the Local Economer

1. The local economer is the one immediately responsible

for the administration of the temporal goods of the

religious house (C. 184).

a. The local economer will act in dependence on the rector

with his council (C.184).

b. He will frequently inform the rector of everything

that relates to the financial state of the house (R.

199).

Chapter 5: The Local Economer 31

c. Financial transactions in any sector of the house,

even that of the rector must be referred back for

accounting purposes to the local economer’s office

(R. 198).

d. The local economer’s office will be organised in a

manner proportionate to the importance of the work

involved (R. 198).

e. The local economer will keep himself always ready to

give an account of his stewardship to the rector and

his council.

f. He will send a report of his administration to the

provincial and provincial economer annually and

whenever he is asked to do so (R. 202). One such

practice is the regular submission of the monthly

returns to the provincial economer.

g. He carries out his role of service in the community

and on its behalf. He will interest the entire

community in the ordinary and extraordinary

expenditure involved in the running of the house

especially when the programme for the year’s work

and the economic situation are being discussed (R.

202).

h. The local economer is not directly responsible when

confreres are in charge of works which by statute or

agreement have a separate administrative council (R.

198). Even when there are separate administrations

for the community and the work concerned, those in

such exceptional situations must render an account


of their administration to the religious superiors

(R. 198).

2. The style in which the local economer carries out his

service:

a. The local economer fulfils in the community a role

of service in a spirit of charity (C. 184).

b. The local economer’s role includes the

responsibility for the way he and the community

practices poverty (C. 184).

c. The local economer manages his affairs with

diligence and precision (R. 199).

The Duties of the Local Economer

3. The administration of the goods of each house is

entrusted to the local economer (R. 198)

a. He will make the necessary purchases in agreement

with the rector (R. 199).

b. He looks after the employees (R. 199).

c. He takes care of insurance matters (R. 199).

d. He will be watchful to see that abuses and waste of

every kind are avoided (R. 199).

e. He ensures that furnishings and rooms are kept

simple, functional, clean and well ordered (R. 199)

4. Duties to be carried out in collaboration with others

a. The rector and the local economer will make

modifications, seek solutions to economic

problems, or take other initiatives of any


considerable importance only with the consent of

the local council and with the authorisation of

the provincial and his council (R. 200).

b. The rector and the local economer will be

solicitous in satisfying their financial

obligations to the provincial in the manner laid

down in the Provincial Economic Directory, and in

transferring to him any surplus remaining at the

end of the financial year (R. 201).

c. They will diligently fulfil any other obligations

they have undertaken and pay any debts contracted

with other Salesian houses or with externs (R.

201).

Financial Transactions and Accounts

5. The local economer is responsible to keep a record of

all expenses and income and to see that the resources

of the community are administered prudently and in


6. The local economer coordinates the financial accounts

of different sectors of the community.

7. The local economer draws up a statement of accounts

every month and presents it to the rector and to the

house council. This statement will also indicate how

the budget is being followed. An explanation is given

in case of any major differences.


8. He will send to the provincial economer a copy of the

monthly statement duly signed also by the rector / and

council.

9. For all financial transactions that are not within the

ordinary administration of the house (e.g.

buying/making new furniture, bulk purchases, acquiring

costly equipments, maintenance and up gradation of

systems, etc.), the local economer must act with the

consent of the Rector and the House Council.

10. The audit report is to be explained to the community

by the local economer.

11. On transfer, the local economer personally hands

over the accounts and the relevant files to his

successor in the presence of the rector and in keeping

with the directions given in the provincial directory.

It is appropriate that they sign a statement of

accounts in the required format. A copy is sent to the

Provincial Economer (See Annexure 4).

Routine Administrative tasks of the local economer

a. The local economer is responsible, for the maintenance

of the building, the campus, farm, the vehicles and the

like. Generally the Administrator is responsible for

the maintenance even of vehicles obtained for the use

of a particular sector.

b. The local economer’s dependence on the rector is seen

in the way he consults the rector in all matters and


being accountable to him and the community. It is not a

dependence whereby one ceases to act responsibly,

rather one in which he acknowledges that the money is

entrusted to him in trust and he utilises it for the

mission of the community.

c. The local economeer generally gives an account of his

personal expenses to the Rector.

d. The local economer will treat the confreres with

respect and without showing any discrimination, aware

that he is appointed to be at the service of the

community and its mission.

e. To facilitate administration only one cash box is to

be maintained in the community. It is kept with the

local economer of the house.

f. Fee collections are to be done by the local economer

or under his supervision, and deposited in the bank on

a daily basis. Fee collection may be facilitated

through a bank.

g. Purchases, sales and money transactions in all our

sectors are generally to be done through the local

economer or in understanding with him, especially when

specialized purchases to be made.

h. Payments and receipts are made through the local

economer’s office. However copies of bills and

receipts may also be kept in the concerned sector.


i. The local economer is in charge of the domestic

workers and pays attention to the temporal and

spiritual needs.

j. The local economer is responsible for preserving all

records of accounts such as cash books, ledger,

vouchers, bills, receipt books, bank statements, pass

books, salary registers, etc. for at least 10 years

from the date when the audit report of a particular

year is finalized by the chartered accountant and duly

filed with the Income Tax Department.

k. Constructions are undertaken under the immediate

direction of the local economer, the general

responsibility of the rector and the overall

understanding of the Economer of the province (R. 195).

l. Money should be available in the house account for Holy

Masses yet to be celebrated.

m. The local economer is personally responsible for the

care of the guests and the maintenance of the guest

rooms. In every guestroom, the timetable of the house

is displayed.

n. The Local Economer carries out the mandatory duties

before the government such as filing of returns to the

Income Tax Department, Home Ministry and Registrar of

Societies. Similarly he takes care that all taxes and

duties such as TDS, PF, PT, land tax, building tax,

insurance and vehicle tax, are duly paid and on time.

o. Any appearances or submissions of a financial nature

made with the IncomeChapter 5: The Local Economer 37

Tax Department or other Government Departments are done

only through the auditor/lawyer, as the case may be,

and in consultation with the Provincial Economer.

Records to be maintained by the local economer:

a. Subject wise index of all official records.

b. Hard copies of all the important data stored in

electronic systems.

c. With regard to property

i. An inventory of all movable and immoveable

assets (Land, buildings, etc.)

ii. Dead stock register of movable property and

equipments, and their value, is maintained.

iii. A copy of all sale deeds, along with approved

site and building plans, sanctioned by the

corporation/municipal/panchayat authorities.

The original is sent to the provincial

archives.

iv. A detailed plan of the electrical, water and

sanitary supply system.

v. Up-to-date documentation of Property

documents, insurance, contracts, economic and

financial documents.

vi. Plans/tenders/quotations of new constructions.

d. In relation to accounts:

i. Books of accounts (cash book and ledger)

ii. Bank records

iii. Vouchers of receipts and payments


iv. Yearly audit statements, Income and

Expenditure Statement, Balance Sheets

v. Audited Statement of Accounts of Each Section

(Farm, School, Receipts for lending premises)

vi. Budget

vii. List of Fixed Deposits and their purpose

e. In relation to employees:

i. Personal files of all staff / employees

ii. Provident Fund records of employees

iii. Gratuity records

iv. Employees’ attendance registers

f. In relation to taxes:

i. Income Tax records and income tax returns to

the government

ii. Professional Tax filing records

iii. Land Tax records

iv. Municipal/corporation / panchayat and other

tax records

v. Payment of TDS

vi. land tax,

vii. building tax,

viii. insurance

ix. vehicle tax.

g. In relation to students:

i. Current list of students enjoying concession in

school fees

h. With regard to legal matters:


i. Copies of documents relating to court cases and

judgments, if any

i. Records of authorization/permissions given by the

Provincial and his Council for any new

projects/programmes of the house and/or its relation

with the locality.

j. Copies of Certificates and approvals:

i. Society Registration certificate and related

documents.

ii. FC registration certificate and annual

submissions.

iii. Income tax exemption certificates and annual

submissions.

iv. Copies of Certificates such as PAN, TAN, TIN.

The originals are kept in the house archives

maintained by the rector.

v. Copies of construction plans sanctioned by

corporation / municipal / panchayat

authorities. Originals are kept in the

archives.

vi. Originals of records in relation to

electricity, water, gas, telephone, vehicles

etc.


CHAPTER 6

ADMINISTRATION AT THE PROVINCIAL COMMUNITY LEVEL

Introduction

Everyone has to work for one’s livelihood without

dependence on anyone. This is linked to one of the core

drives of every human being. It is in the encounter with

the earth and the environment that one becomes human. The

culture of work humanises a person. At the same time one

has a responsibility to protect and preserve nature. This

is part of his ecological responsibility. It is in this

context that one has to look at the vow of poverty, a

public profession to live with detachment from material

goods. A certain imbalance is created in as much as one

is apparently freed from the responsibility to earn one’s

livelihood since the community provides for all his

needs. On the other hand, a person makes the vow of

poverty or detachment so that one can identify the better

with the poor. We make the vow poverty for the sake of

the poor so that we can involve the better on their

behalf.

It is an overwhelming task for us to keep the balance on

the one hand against the pulls of a consumerist society

in our life style, and on the other, the constant

challenge of keeping our mission on behalf of the

marginalized at par with the latest developments in

science and communications. It is here that those

responsible for governance and administration at the


provincial level are called upon to give example, inspire

and guide the confreres and communities to remain

faithful, prophetic and relevant.

“The province unites the different local communities in

one large community…. Through its structures the province

strengthens the bonds of communion between the members

and the local communities and offers a specific service

to the particular Church” (C. 157). “By first profession

a member is enrolled in the juridical circumscription for

whose service he asked to be admitted” (C. 160).

“The provincial and the rector, as promoters of dialogue

and teamwork, guide the community in pastoral

discernment, so that it may accomplish its apostolic plan

in unity and fidelity” (C. 44).

Those in Roles of Responsibility

Those holding responsibility for governance and

administration are responsible in conscience for creating

an ambience for living the commitment to a life of

poverty and fulfilling our mission to the young and the

poor. Similarly, every confrere contributes to creating a

community sense of poverty, accountability, effectiveness

and efficiency in the province.

Provincial

1. “Each province is headed by a provincial… With the help

of his council he… directs and controls the

administration of the goods of the province and of each

house” (C. 161).

Chapter 6: Administration at the Provincial Community Level 39

2. “He exercises his ordinary power over all the houses

and members of the province in both the internal and

the external forum, according to the norms of the

Constitutions and of canon law” (C. 163).

3. “The provincial promotes the active and responsible

collaboration of his councillors. In matters of greater

importance he should always listen to his council. The

provincial must have the consent of his council … (for)

financial operations referred to in article 188 of the

Constitutions… ” (C. 165).

4. The animating role of the provincial is also in the

area of administration. Whereas “it is the duty of the

provincial economer to administer the goods of the

province, and control and coordinate the economy of the

individual houses” (C. 169), the provincial, as a

genuine model in the practice of the vow of poverty in

the province, will ensure that he resists every

temptation to intervene directly in any administrative

or financial matter, and keeps meticulously to his

animating role only, in the province and the

communities.

The Specific Tasks of the Provincial

5. To follow up the preparation of the provincial

directory that will serve also as a sure guide for

administration (Economic part of the provincial

directory) in the province and to obtain the assistance

of the provincial team members and councillors in the


implementation of the provincial directory and other

decisions taken in the province.

6. To evolve and promote at the provincial level

administrative processes and practices that match our

public profession and our commitment to the Salesian

mission, such as:

a. Communitarian processes in planning, decision

making, and so on.

b. Collective review of administrative decisions to

ensure that any step we take is in keeping with the

vow of poverty and favourable to the poor.

c. Professional style of functioning that cannot be

arbitrary or dictatorial.

7. To assure the involvement of all the concerned

confreres and lay people, particularly those directly

connected, in decision making processes through

processes of consultation, decentralisation and a

culture of co-responsibility.

8. To facilitate the functioning of community members as a

team and in collaboration with one another in promoting

the mission of the community, with the administration

at the service of the community and its mission.

9. To promote an ambience that would facilitate the spirit

of initiative and creativity of individuals.

10. To share financial information with the confreres,

to ensure transparency and accountability and the most

effective use of resources.


11. To set up and monitor the Fund Raising Office

(foreign and local funds) at the Provincial level, in

coordination with the Provincial Economer.

12. To sign contracts between the province and others

such as the diocese, different congregations, private

institutions, and so on, with the approval of the

provincial council.

13. To follow up the style of governance and

administration of communities and to promote the spirit

and practice of the vows and to stipulate some common

norms to promote the simplicity of life in the

province.

14. To follow-up the way each community in the province

prepares and adheres to the annual budget.

15. To use the occasion of the annual provincial

visitation to reflect upon and fine tune the

administrative processes in the community as matching

with the provincial policies and practices.

16. To include in the agenda of the provincial

visitation a review of the budget of the community and

its adherence to it along with the review of the

community EPP also.

17. To facilitate decision making as well as follow up

in situations that require ways of functioning that are

generally not permitted in the ordinary circumstances.

For example, confreres having to start a personal bank


account to receive his gratuity or the use of Credit

cards to receive scholarships or pay fees.

The Provincial Council

18. The Provincial Council will assist the provincial in

guiding provincial community to move along the larger

goals set for it by:

a. Reviewing its life and mission

b. Promoting the evolution of a policy and practice

that will lead to the establishment of healthy

administrative traditions.

c. Reviewing the functioning of all in the province,

including the self-assessment of the provincial

council, whether functioning strictly within their

roles and boundaries and in fulfilment of the

primary task/mission.

d. Clarifying from time to time the primary task as

well as the secondary tasks of the provincial

community members at various levels and to suggest

course correction regularly so that the primary task

is never lost sight of and we do not end up doing

secondary tasks which are not in furtherance of the

primary task or the mission of the province.

e. Reviewing all major decisions of the province,

particularly with regard to the utilization of

resources, how our commitment to the poor by our vow

of poverty is actualized.

19. The Council will assist the provincial


a. In creating policies and guidelines for the

functioning of communities, departments, and

commissions, especially with regard to the

administrative practice and the practice of

evangelical poverty. This will include the

preparation and implementation of community plans,

budget, the way accounts are maintained, new

initiatives taken up, and so on.

b. To propose some common norms to promote simplicity

of life in the province and to avoid disparity in

the life styles of confreres.

c. To review the financial situation of the

province, particularly with regard to specific

expenses of the province.

d. To review the budget of the province as well as of

the individual communities on the adherence to the

budgetary provisions as part of the routine agenda

of the provincial council.

e. To set up a finance commission and a building

committee for the province and to give their terms

of reference.

f. To draw up procedures for the approval of new

buildings, demolition or alteration of existing

buildings.

g. To formulate the policies and procedures for

starting new presences or works.

h. To follow up in letter and spirit the ceiling

fixed by the Provincial Directory with regard to

financial expenditures.


i. To formulate procedure and rules for the financial

management of projects.

Commissions, Centres, Departments

20. To promote from the perspective of the commission

adequate understanding of the current development

scenario and their implications for the poor, and to

promote a more people friendly type of developmental

processes.

21. To suggest ways to equip provincial level centres

to meet the requirements of being on the forefront in

apostolate, and at the same time ensure the primacy of

their work for the young and the poor, with

transparency and accountability.

22. To help communities, or departments, to chalk out

their priorities in keeping with the provincial plan,

using funds according to these priorities and following

the budget.

23. To help out where necessary, to raise adequate funds

that will assist communities and departments to taking

up projects that are strictly in keeping with the

mission of the province / communities.

Provincial Economer (See Chapter 7)

Province Secretary (R. 159)

24. Besides what has already been referred to with

regard to the archives of communities, the following

documents are stored in the provincial archives:


a. Agreements with the Church, religious congregations,

the Government and/or other organisations involving

any obligation in respect of finance, service of

personnel, and other matters.

b. A copy of the will of each confrere in the Province.

c. Any article or document, even if it particularly

concerns only one house, which in the general

estimation of the confreres is considered important

for the whole Province.

d. Original documents concerning each confrere of the

province (Academic, religious, and so on) are kept

in the province archives. Where the originals are

with the confreres concerned, at least attested

copies are kept.

e. Printouts of important data stored in electronic

systems are also to be stored in the respective

archives.

Formation Commission and Formative Processes in

Administration

25. Change or transformation can be facilitated with

better planning and coordination. Transformation in

administration can be facilitated if someone

accompanies those involved in administrative tasks to

realize the vision of a Gospel based administrative

style. Such administration will ensure that it promotes

the transformation and growth of all the people

involved.


26. Learning new tasks basically involves new skills.

Administration is a task where, besides all the

information required, specific skills are to be learnt.

Hence training or formation to take up administrative

tasks is to be included in the curriculum for

formation.

27. Accompaniment is an aspect of formation that could

serve immensely the confreres who take up

administrative responsibilities newly. The formation

team or the Provincial economer’s team could include

those who can train and assist confreres reflect on

administrative tasks and roles.

Provincial Finance Commission

28. The directive in article 185 of the Regulations

finds expression in the Finance Commission of the

province. The Provincial with his council sets up a

Finance Commission as an advisory body to assist the

provincial council in matters related to finance and

administration. The provincial council also defines its

roles and functions.

29. The Finance Commission may be constituted as a five

member team consisting of:

a. The Provincial Economer (Chairperson).

b. The Director of the Development Office.

c. The Youth Pastoral Delegate

d. Other Salesians appointed by the Provincial on the

basis of their experience and ability in managing


financial, organisational, managerial or legal

matters.

30. Professionals in finance management, auditors,

lawyers, architects, engineers, and so on could assist

the commission.

31. This commission will:

a. Hold meetings at least twice a year and as often

as required.

b. Process all major financial transactions related

to various works in the province and referred to

it by the provincial and his council.

c. Examine “financial budgets and balance sheets” of

the individual houses and assist the provincial

economer to prepare the Province Budget.

d. Suggest how much money is to be given by each

house as contribution to the province.

e. Assess the financial situation of the province and

of the various houses and assist the Provincial

Council in the proper management of finances.

f. Study and propose ways and means to make our

institutions and the province self-supporting.

g. Examine the utilization of existing equipment and

facilities, including land and buildings, in our

institutions and plan for their more effective

use.

h. Team up with the Development Office with new ideas

and strategies for the development of the various

initiatives in the province.


Development Commission and Development Office

32. The Provincial with his council sets up a

Development Commission as an advisory body to assist

the Development Office in matters related to its

functioning.

33. The Development Commission may be constituted as a

five member team consisting of:


b. The Director of the Development Office.

c. Delegate for Youth Pastoral

d. Delegate for the Missions

e. Other Salesians appointed by the Provincial.

34. Professionals in management, developmental and

social justice issues and others could assist the

commission.


a. Hold meetings at least twice a year and as often as

required.

b. Assist the director of the Development office in the

functioning of the Development Office in a

consultative capacity.

c. The quorum will be at least three members. Meetings

will be minuted and signed.

d. Study and propose ways in which the communities can

be more relevant to their situations and help to

initiate projects to realise that.


e. Team up with the Finance Commission with new ideas

and strategies for the development of the various

initiatives in the province.

36. The Development Office (DO) is a centralised office

to coordinate the various developmental projects in the

province. It is the developmental arm of the province

and has a policy formulated in tune with the particular

mission of the province and which is approved by the

Provincial Chapter.

37. The DO functions generally under the immediate

direction of the Provincial Economer. The Director of

the DO is responsible for carrying out the day to day

activities. He is assisted by at least one other

confrere who is involved, either full time or at least

part time, in the activities of the DO as the Assistant

Director.

38. The provincial economer, the director and the

assistant director will constitute a council for the

functioning of the DO as a regular team / community in

keeping with the requirements of Article 198 of the

Regulations. They will meet at least once a month like

any house council.

39. One of the important tasks of the DO is to support

individual communities to organise their activities and

programmes for the young and the poor.


40. The DO can initiate its own programmes, particularly

with regard to networking and building up movements in

the areas of Justice, Development and Peace.

Province Building Committee

41. The Provincial with his council sets up a Building

Committee as an advisory body to assist the provincial

council through the provincial economer in matters

related to “constructing new buildings, demolishing

existing ones or making major alterations” (C. 188).

42. The Building Committee may be constituted as a five-

member committee consisting of:


b. Director of the Development Office

c. One provincial councillor

d. A Salesians who is qualified or experienced in

construction activities.

e. Any other

43. Professionals like architects and engineers could

assist the commission.

44. Professionals who are called to assist the

commissions will be paid a suitable fee each time they

attend a meeting or programme.

45. The commission will function for a term of three

years, and may be re-appointed.


46. Members will visit the construction site at least

once in the initial stages, and later during the

process of construction.

47. The provincial economers must ensure that at least

once in three years, a team consisting of members of

the provincial building committee as well as experts

visit each community and give in writing suggestions

for the maintenance, repair and renovation that may be

required for the care of the institution. The

communities will also approach this commission for

their suggestions.


a. Hold meetings at least once a year and as often as

there are plans for approval.

b. Follow up and review the implementation of approved

plans, and any modifications, if any.

c. Team up with the Finance Commission and Development

Commission to generate new ideas and strategies for

the use of alternate technology, use of local

materials and inculturation.

49. The quorum will be at least three members. Signed

minutes will be kept.

50. Staff Wage and Welfare Policy (See Book III:

Personnel in administration)

a. Every province has its “Provincial Wage Policy,”

which is enunciated in the Provincial Economic

Directory, and is binding on all the communities.


b. It is the duty of the Rector / In Charge of the

Community, together with the administrator, to

ensure that this wage policy is implemented in the

house, in all the sectors.

c. The Finance Commission of the province will assist

the communities to prepare the pay scale for the

staff of each of our institutions. It will be

manadatory after the Provincial and his council

approves it.

d. The non-teaching staff members and others who are

not covered under any specific law are to be paid at

least as per the Minimum Wages Act along with the

basic allowances and contributions such as Cost of

Living Allowance (CLA) or Dearness Allowance (DA) as

announced by the department, House Rent Allowance

(20% of Basic) and Provident Fund (PF = 12% of

Salary and CLA).

e. The non-teaching staff members and others who are

not covered under any scheme for medical welfare

will receive medical benefits to the extent of one

calendar month’s salary (excluding HRA and PF).

f. The Provincial Economer has the responsibility to

follow up with the community with regard to the

working conditions and pay scale of the staff.

g. As non-profit institutions, there will be no bonus

(sharing from the profit) for the employees in our

institutions. Nevertheless, we will pay our

employees who have completed one year of continuous


service, an amount equivalent to one month’s salary

(excluding HRA and PF) as Christmas Gift or 13th

month salary.


CHAPTER 7THE PROVINCIAL ECONOMER

Introduction

“No slave can serve two masters… You cannot serve God and

wealth” (Lk. 16, 13). The provincial economer recognizes

the danger of dealing constantly and in a big way with

money and resources. “If you then have not been faithful

with the dishonest wealth, who will entrust to you the

true riches” (Lk. 16, 11).

The Salesian in the role of provincial economer fulfils

his role in a network of roles that constitute the

provincial team. He has the further task of facilitating

other networks of roles that constitute the Salesian

communities. This is no mean task and calls for

commitment as well as skill, besides a tremendous amount

of humility and truthfulness.

1. The figure (and identity) of the Provincial Economer

a. The economer general, and provincial and local

economers administer all temporal goods, under the

direction and control of the appropriate superiors

and councils… (C. 190).

b. The provincial economer is a member of the

Provincial council (C. 164)

c. He is selected because he has the necessary

competence for the administrative sector and in turn

will have to train others (R. 186).


d. He carries out his duties in agreement with the

provincial (C. 169).

e. He carries out his duties in dependence on the

provincial who will make decisions with the consent

of his council (R. 193)

f. He supervises and controls the administration of

each house (R. 193).

g. He keeps the provincial and his council periodically

informed about his administration. (R. 196).

h. He draws up the annual financial budget and balance

sheet which the provincial and his council have to

approve. The balance sheet will include the cash

income and expenditure and the situation of the

province in regard to capital assets and

liabilities, together with a summary of the

financial reports of the individual houses (R. 196).

i. He sends a copy of the above balance sheet, signed

by the provincial and his council, to the economer

general (R. 196). He prepares the annual rendiconto

and forwards the same to the Economer General after

obtaining the approval of the Provincial and his

council.

2. Duties of the Provincial Economer in the Constitutions

and Regulations

To administer the goods of the province (C. 169)

To coordinate initiatives at provincial level (R. 194).

To call the annual meeting of local economers (R. 194).

Chapter 7: The Provincial Economer 49

To withdraw from the houses the contributions referred

to in article 197 of the general Regulations (R.

194).

To administer goods which do not belong to any

particular house of the province or which individual

confreres have entrusted to the Congregation (R.

193)

To control and coordinate the economy of the individual

houses (C. 169)

To help the local economers in the exact fulfilment of

their duties (R. 194).

To supervise all building operations in the province

(R. 195).

To visit the houses and to examine the condition of

buildings and property, and to check the

administration, maintenance and hygienic conditions

(R. 194).

To get the local economers to submit promptly the

annual financial report and other periodic reports

on forms supplied by him (R. 194).

To coordinate the setting up of the offices of local

economers and laying down norms for that (R. 198).

To help out in situations where confreres are forced to

take major decisions without being accountable to a

superior or a council, contrary to what is indicated

in Article 190 as well as 198 of the Regulations.

3. The style in which the provincial economer carries out

his service:


a. The provincial economer fulfils in the province a

role of service in a spirit of charity (C. 184).

b. The provincial economer’s role includes the

responsibility for the way poverty is practiced in

the province (C. 184).

c. The provincial economer manages his affairs with

diligence and precision (R. 199).

d. The provincial Economer promotes communitarian

processes and team building in the province (R.

194).

4. The Specific Responsibilities of the Provincial

Economer

a. The provincial economer has the primary task of

directing the administration in the province. He

does this under the guidance of the provincial and

his council.

b. He assists the provincial in creating an ambience

for the practice of evangelical poverty in the

province as well as in the communities of the

province.

c. He assists the communities in the regular keeping of

accounts, especially with his opportune reminders

and technical support.

d. He ensures timely audit of accounts and submits

reports to the provincial as well secular

authorities.


e. He gives a clear picture of the financial state of

the province as well as of the communities to the

provincial and his council.

f. He coordinates with the provincial level centres,

departments or commissions in seeking together a way

of functioning in accordance with the practice of

poverty.

g. He examines periodically the records, and monitors

the activities of the individual registered

societies through the economer’s office.

h. He ensures that all registered societies are

registered under section 12A of the Income Tax Act

within one year of registration.

i. He facilitates the transactions of the institutions

that are not yet registered as societies or trusts,

do not have a registration under section 12A of the

Income Tax Act, or FCRA registration. He does it

through the Province or the Development Office of

the province or another community of the province as

directed by the provincial.

j. He takes responsibility to see that a proper

inventory is made at the time of taking up a new

parish or an institution from the diocese, or any

other organisation.

k. He follows up the auditing of the accounts of the

houses, parishes and other entities of the province

are done professionally and that the communities

follow the guidelines of the auditors strictly. Book II: Salesian Administration Today52

l. He organises periodically refresher courses for

local administrators on basic administrative skills

and to familiarize them with their duties in respect

of financial management and legal obligations (R.

186, 194, 196).

m. He follows up the land records as well as the

utilisation of land belonging to the communities or

to the province.

n. He preserves the securities for lease/rent of

property and other securities in the office of the

provincial economer along with copies of the

agreement and takes follow up action through the

communities concerned.

o. He administers all inheritances and legacies

through the provincial economer’s office, honouring

the will of the testator and following the

directives of the provincial and his council.

p. “Among the rights and duties of the provincial

economer is also included the supervision of all

building operations in the province, even when these

concern a house already in existence and where the

work is to be carried out under the immediate

control of the local economer and the responsibility

of rector” (R.195).

q. He heads the Building Committee and together

monitors the building constructions following the

policy of the province.


r. He heads the Finance Commission and monitors the

financial administration of the province and the

communities, particularly with regard to the annual

budget.

s. He heads the province Development Commission and

assists the Development Office to carry out their

tasks in accordance with the province

policies/priorities.

t. Administrative Archives under the care of the

Provincial Economer will have:

i. The originals of all documents relating to acts of

administration involving the Province as such are

to be stored in the Provincial Archives, with

attested copies in the respective houses.

ii. The original land documents of individual

communities

iii. Purchase/sale deeds of capital goods.

u. An inventory of all movable and immovable goods

directly under the care of the provincial, will

maintained up-to-date by the Provincial Economer at

the time of the closing of the financial year (31

March).


CHAPTER 8

SOLIDARITY, LAY COLLABORATION AND NETWORKING

Introduction

We exist in a web of relationships and we cannot afford

to live in isolation. Yet relating to one another is

itself a skill that we need to learn so that

relationships help us to be what we are meant to be and

achieve what we choose to do. The sense of identity that

we develop in our adolescence helps us to relate with

others as mature adults. Our self-esteem enables us to

value ourselves and to relate to others as equals. What

is true of individuals is true of organisations too.

Groups that have established their identity and have

clear goals tend to connect with others who have similar

goals in order to achieve larger goals. In the present

world of instant communication and interconnectivity, no

organisation can keep aloof. Networking is the order of

the day.

Networking leads to solidarity and vice versa. When faced

with natural or man-made disasters, contributing to those

in need is a most admirable quality of the Asian people.

Differences are forgotten when people are in need. It is

in this context that we need to examine our generosity

and openness to people in need in general and our own

communities in particular.

Chapter 8: Solidarity, Lay Collaboration and Networking 53

Unfortunately, solidarity and collaboration among

committed people seems to be inversely proportionate to

the profession of commitment to the poor and the common

mission. It is not frequently that inter-community or

inter-provincial ventures are carried out with openness

and enthusiasm. Similarly, the committed religious often

seem reluctant to share what others have generously

gifted to them. The same enthusiasm that we show in

collecting donations is not shown in sharing our goods

and resources. In short, our practice seems to fall short

of our public commitment and our preaching, especially

when solidarity is called for.

Article 76 of the constitutions remind us, “After the

example of the first Christians, we share together our

material goods, the fruits of our work, the gifts we

receive and whatever comes to us from pensions,

subsidies, royalties, remunerations and insurance

policies. We do the same with our talents, our energies

and our experience.

“As brothers we share what we have with the other

communities of the province, and we show solidarity with

the needs of the entire Congregation, of the Church and

of the World.”

On Solidarity with the poor, Don Bosco tells us:

“Remember well, that what we have not ours; it belongs to

the poor. Woe to us if we do not use it well.” (C. 79)

“Solidarity is not something optional but a

constitutional duty. Solidarity between communities is a


norm for the province and is organized at the provincial

level, at which there is a wider and more objective view

of the mission of the local communities. In some cases

this will require a real conversion, a complete change of

both mentality and practice. But it must be done, with a

spirit of availability and detachment … Solidarity

builds fellowship, provides unhoped for possibilities for

the mission, guarantees greater fidelity and clarity in

the personal witness of the confreres, and allows for

resources to be directed to the urgent needs of the

Church and the people” ( Fr. Vecchi, Letter of R.M., 25th

April, 1999).

The harvest is great, the labourers are few. Let us

follow the call of Don Bosco who inspires us with his own

example. “Don Bosco inspired the start of a vast movement

of persons who in different ways work for the salvation

of the young” (C. 5)

Those with whom we Network

1. “The province unites the different local communities in

one large community…. Through its structures the

province strengthens the bonds of communion between the

members and the local communities and offers a specific

service to the particular Church” (C. 157).

2. We are members of the church. “The Salesian vocation

places us at the heart of the Church and puts us

entirely at the service of her mission” (C. 6). Our

pastoral activities are inspired and shaped by “the

desire to work with the Church and in her name” (C. 7).


“We feel ourselves a living part of her… This we

express in an attitude of filial loyalty to Peter’s

successor and to his teaching, and in our efforts to

live in communion and collaboration with the bishops,

clergy, religious and laity” (C. 13).

3. “We collaborate with the pastoral programme of the

particular church out of the riches of our particular

vocation” (C. 42).

4. “The needs of the young and of working-class areas, the

desire to work with the Church and in her name, inspire

and shape our concrete pastoral activity so as to bring

about a more just world and one of greater brotherhood

in Christ” (C. 7)

5. “Attention should also be given to local ecumenical

movements, especially in areas where different

religious denominations exist” (R. 8).

6. “We introduce the young to the experience of ecclesial

life by brining them into the faith community and

helping them to take part in it. To this end we promote

and animate groups and movements for formation and

apostolic and social action.” (C. 35)

7. “The spirit of poverty leads us to be one with the

poor and to love them in Christ. For this reason we

make every effort to stay close to them, to alleviate

their needs, making our own their lawful aspirations

for a more human society” (C. 79).

8. “In our daily labours we are at one with the poor who

live by the sweat of their brow” (C. 78). “We cooperateBook II: Salesian Administration Today56

with all who are trying to build a society more worthy

of human dignity” (C. 33).

9. Solidarity presumes acceptance of the tremendous amount

of commonality that we share and the refusal to be

separated by differences. Every sort of prejudice comes

in the way of solidarity and results in the perception

of inequality which paves the way for discrimination

and exclusion. Solidarity is the call to love beyond

boundaries, to accept differences and to join together

for a cause that is for human promotion.

Solidarity with the Laity

10. Solidarity with the laity is determined by the fact

that as followers of the Gospel way we share the same

mission.

11. The laity forms part of the Educative Pastoral

Community. “The lay people associated with our work

make a contribution all their own, because of their

experience and pattern of life. We welcome and

encourage their collaboration, and give them the

opportunity to get a deeper knowledge of the Salesian

Spirit and the practice of the preventive system” (C.

47).

12. We need to give provision for others, including the

collaborators and beneficiaries, to express their views

and involve them in the planning, administration and

management of our institutions.


13. Through our animating presence among the young and

the lay people, we build communion and promote our

mission, which all must consider a single mission

belonging to all (GC 25, 46).

14. Our collaboration with the laity is not merely

because we do not have the required numbers. Our call

to community is not a call to isolation either. Jesus

new command “to love one another as I have loved you”

is a universal call to community. We are called to go

beyond the narrow confines of the Salesian community in

solidarity with others, especially the laity.

15. The call to community is also to go beyond to build

communities of love: the educative pastoral community

with our immediate collaborators, the Small Christian

Communities modelled on the Early Christian Community

of Jerusalem, Ecumenical communities with other

Christian groups, human communities in our

neighbourbood, and so on. We are called to build

communities of love that will lead to the realization

of the Kingdom of God.

Solidarity among Salesians

The Provincial Community

16. In a spirit of solidarity, the communities will

contribute to the realisation of the mission of the

province.


17. The province will have a well defined policy of

solidarity for itself. This plan will go beyond merely

financial matters.

18. The various commissions of the province will draw up

areas of solidarity and networking in the province.

Priorities will be specified in the annual, 3-year or

6-year plans.

19. The Development Office and the Justice and Peace

Commission / Centre will identify areas of solidarity,

especially with regard to our solidarity with the poor,

on issues related to human rights and promotion of

equality and justice.

20. The Development Office and the Justice and Peace

Commission / Centre, as well as the other commissions,

will network with like-minded groups, governmental as

well as non-governmental, local, national and

international. The commissions could also seek

accreditation with international bodies, especially of

the UN, such as UNICEF, UNDP or ILO, and help to

liaison with the communities.

Provincial Solidarity Fund

21. Each province will have a solidarity fund, similar

to the Rector Major’s Solidarity Fund.

22. The Province will set up a scholarship fund to

assist the deserving poor students who want to pursue

higher education.


23. As an expression of solidarity with those who work

for us, the Province will set aside certain funds for

loans, housing, medical treatment and other

contingencies.

24. Since our work is for the poor and needy, the

province will also have an emergency relief fund to

assist those who may need our support in emergency

situations of calamities or tragedies.

25. The Provincial can request the communities to

contribute generously in case of emergencies and

natural calamities.

26. Each House gives a voluntary annual contribution to

the province solidarity fund in proportion to its

income. This may be done in the context of the annual

provincial community day.

27. The provincial “will draw up a periodic plan of

financial solidarity among all the houses of the

province, in order to help those in greater need and to

provide funds for extraordinary works and purchases

programmed in the provincial chapter.” (R. 197).

28. The provincial “will also ensure solidarity with the

worldwide congregation, especially at moments and in

ways called for by the Rector Major and his council.”

(R. 197)

29. It is the responsibility of the provincial with the

provincial council to make efforts to create a corpus

fund for the maintenance of the various activities of

the Province.Book II: Salesian Administration Today60

Provincial Economer

30. Like other funds, it is the provincial economer who

is responsible for the management of the Provincial

Solidarity Fund.

31. He will also pool together contributions from the

communities for the ‘Lenten Solidarity Fund’ and

forward it to the Rector Major.

32. The provincial economer will coordinate with the

Development Office and provide support to those in need

of emergency help. He will report to the Provincial and

the Provincial Council on actions taken by him at the

earliest opportunity.

The Local Community

33. Every community pledges to make annually to the

Provincial Solidarity Fund a voluntary contribution

proportionate to its income.

34. Every community shall contribute towards the “Lenten

Solidarity Fund”, which in turn will be passed on to

the Rector Major’s Solidarity fund by the Provincial

Economer.

35. At the time of establishing a new presence the

communities in the province will contribute towards the

setting up and furnishing of this presence.

36. As a sign of solidarity all major works

(fabrication, printing, maintenance, stationery, etc)

of our communities can be done in our own workshops and


training centres. Our institutions in turn will ensure

quality services and competitive rates.

37. At the end of the financial year, the surplus funds

in each community are made available to the province.

This exercise will be part of the scrutinium paupertatis and

integrated into the preparation for the annual budget.

Whatever be the decision of the community, the same

information will be communicated in writing to the

provincial every year.

38. As a sign of solidarity with the neighbourhood the

facilities at our disposal (infrastructure, library,

class rooms, recreation facilities), are made available

to the poor for education, recreation and

entertainment.

39. Every priest will offer a certain number of Masses

every month for the intentions of the provincial as

decided by the provincial chapter.

Those who leave the Society

40. One sign of our solidarity is the way we relate to

and treat those who leave the society for whatever

reason.

41. Those who take leave of absence or join any diocese

must sign a document before they leave with regard to

financial and property matters.

42. “Fraternal help will be afforded him to face the

initial difficulties of his new situation, but he shall

not be entitled to anything for the period he has spent


in the Congregation” (R. 54 b). Experience has shown

that we need to see article 54 of the General

Regulations in the context of the demands of love and

justice. Hence the provincial, in consultation with his

council, will help the confrere concerned in a

reasonable and just manner to overcome the initial

difficulties. The particular situation of the confrere

concerned also need to be taken into consideration.


CHAPTER 9

A GOSPEL BASED ADMINISTRATION IN SALESIAN SETTINGS

1. Some Helpful Attitudes

a. Our style of administration, management and

governance will be very transparent with regard to

accounts and all the transactions we undertake.

b. Our life style, our new buildings and so on match

with the neighbourhood, which is usually of the poor

for “we work especially in areas of greatest

poverty” (C. 26).

c. As administrators, we are at the service of the

community. Yet our sense of responsibility and

personal authority will not allow us to succumb to

the pressure of confreres and be forced to be

extravagant or spend without limits or control.

d. All available resources will be for carrying out the

mission of the communities, and these resources will

be distributed equitably. We will also ensure that

resources are not just accumulated or wasted.

e. Resources of the community, such as land, machines,

buildings, etc. are taken care of and utilized to

their best possibilities.

f. Openness to communication given and enthusiasm to

share information received are important aspects of

an effective administration. We will do our part to

be open to the rector or provincial, and work with


complete understanding with them. We will keep in

mind that we are members of a team (House council,

Assembly of confreres, provincial council, etc.). We

are accountable to the team and the team takes

responsibility together.

g. All responsibilities are entrusted to us on behalf

of the community and in furtherance of the mission.

Hence we will be always accountable for what we do

and will be willing to be monitored and evaluated.

h. We will be professional in our approach and there

will be no place for arbitrariness in the manner in

which administration is carried out.

i. We do not hold any position of power, but rather of

service. We will make ourselves available without

making any fuss.

j. We will be attentive to the needs of people. We will

always take the initiative when it is a question of

being of service, especially to the young and to the

poor.

k. We will organise our schedules in such a way as not

to inconvenience anyone. We will ensure that no one

is made to wait. In case we have to be absent, we

will make alternate arrangements.

2. Some Challenges for Salesian Administrators

a. The first challenge for all involved in management

and administration is to understand their role in

relation to the task of management and

Chapter 9: A Gospel Based Administration in Salesian Settings 61

administration and to be able to discharge their

role, respecting other role boundaries.

b. Another challenge is to identify and entrust all the

administrative tasks that can be delegated to lay

collaborators and to ensure the involvement of the

Laity as partners in our shared mission.

c. To build up the spiritual dimension of

administration and management, especially by making

our administrative styles gospel-based, fulfilling

functions of service regardless of the position or

status, i.e., non-hierarchically and avoiding styles

that smack of domination (Mt. 20, 20-28 / Mk. 10,

35-45).

d. To professionalize Salesian governance and

administration so that our works will integrate

sound management principles, preventive system

spirituality and Salesian tradition, leaving no

space for any sort of arbitrariness, individualism

or authoritarianism.

e. To organise our administrative structures in such a

manner as to make the institution welcoming to the

young and the poor, leaving no place for inequality,

discrimination, and exclusion.

f. To address the issues of Administration in relation

to community life and to promote communitarian

processes in administration, focussing on the shared

mission priorities.


g. To take up budgeting required of us by the

constitutions with a sense of challenge to our

present administrative practices, and to make it

more planned, responsible, transparent and

accountable as stewards of the mission and as a help

to the practice of the vow of poverty.

h. To be firm when it comes to carrying out the primary

task, at the same time being fair, without

compromising and without hurting.

i. In our tradition, we do not have a home for old or

sick confreres; they are part of the community and

confreres go out of their way to ensure that they

feel wanted, loved and respected. We are open to

them and benefit from their knowledge and

experience. We will make all arrangements for their

wellbeing, if necessary; even making modifications

to existing structures.

3. Suggested Steps to Meet the Challenges

a. Training programes:

i. On tasks, roles and boundaries.

ii. On collective and communitarian administrative

process such as planning and decision making.

iii. Group processes to identify the conscious and

unconscious dynamics of the institution.

iv. Personal work on self-esteem, on being self-

directed and on strengthening personal authority.

Chapter 9: A Gospel Based Administration in Salesian Settings 63

v. Democratic processes as against hierarchy,

authoritarianism and individualism.

vi. Professional style of administration by

professionalizing the structures for planning,

decision making, organisation, management of

staff, payment of wages, record keeping, and so

on, so that there is no place for arbitrariness.

b. To evolve, promote and practise community processes

for discernment, dialogue, planning, monitoring and

evaluation that will facilitate the administration

and functioning of communities.

c. To ensure that the budget is with the participation

of the community and is adhered to professionally

during the year:

i. Participate in the community budget making

processes willingly and contributing sincerely

integrating it into the community plan, and

monitoring it regularly.

ii. Having a qualified person from outside

the community to verify the procedures and the end

result of the community budget.

iii. Willingness to remain within the limits

of the budget with a sense of discipline; not to

cross budgetary boundaries without due process.

d. Community processes to learn “Servant Leadership”iii

styles as taught in Mathew 20, 20-28, Mark 10, 35-

45, John 13, 1-15 and Philippians 2, 1-11.


Annexure 1

Scrutinium Paupertatis (1)

Personal Level

As a professed religious one is expected to promote prophetic austerity in

one’s personal life style.

1. Does my life exemplify the following of Christ who

was born poor, lived poor, identified with the poor

and died poor? How does it affect my relationship

with:

My confreres…

Young people…

God …

2. Do I continually discern and assess my daily

progress in:

Areas I still need to become free

My greatest difficulty – detachment of

essential things

Concerns about my health and well being

Temptations regarding power, prestige, etc

Attachment to my own ideas

Self satisfaction with my gifts of intelligence

and will

Have I the courage to identify clearly my attitudes

that are a counter witness to moderation, sharings,

recognizing what is essential?

Community Level


As a community of professed religious we are expected to be open and

accountable in the use of resources, money and the application of the means

put at our disposal by providence.

1. Is the community sensitive to the needs of the

neighborhood? Does it serve their needs? Is our

campus available to them?

2. Are we available to the young and the poor, or do we

have cut out timings for our work?

3. Is our community structure and life style in keeping

with the culture of the place or do we come across

as executives and elitist?

4. What concrete measures can we take to make our

apostolate more for the poor?

5. Under the guise of delegation do we neglect our

commitment towards the fulfillment of our

responsibilities?

6. Are we accountable for our particular responsibility

or do we leave it in the hands of collaborators and

hold them responsible for it?

7. Are we prudent administrators or are we innovative

constructors with no sense of historicity and

continuity of tradition?

8. Is money spent judiciously or are there often

unnecessary and unjustified expenses?

9. There is an element that distinguishes the poor and

which was characteristic of our Founder, namely

work. Is it a distinctive trait of our community and

of each confrere?

Province Level Annexures 65

The verification of our life of poverty not only ensures fidelity to a well

defined religious profession we have freely made in a public and ecclesial

manner, but enlightens and purifies a whole way of thinking, planning and

working in trusting dependence on God and in joyful solidarity with those for

whom we work (AGC 345, p. 37)

1. Is our sense of solidarity and sharing of excesses

solely dependent on our positions of power and

authority or is it a genuine manifestation of our

generosity and oneness as salesian confreres?

2. What excesses are we willing to share with other

houses of our province

Furniture available

Equipment available

Resources available

Monetary assistance

3. Are we willing to financially support and sustain

some house of the province

Sponsor a project

Some boarders/students

Some parishioners

Some basic requirements

A vehicle (2 wheeler, 4 wheeler)

Technical know how of available resources

4. Do we actively participate in the decision making

process of the province with regard to:

New openings

Closure of houses

Choice of works


PS. Each community is to make a list of ways in which to

help sustain other communities that are less privileged

or unable to sustain themselves (monetary assistance,

technical expertise, available resources, etc).

The economer too could make a list of projects/equipment

that need to be supported by various houses.

There could be a common project taken on by all the

houses each year for solidarity.

SCRUTIUNIUM PAUPERTIS (2)

Poverty as following of Christ: As an individual

Christ is my model. Are my daily decisions, especially

with regard to use and acquisition of goods/ modern

gadgets, illumined by the ideals of Christ and

apostolate of the community?

At the present situation of my life, as I continue

growing as human, Christian and religious, with my

identity as an educator and evangelizer, what does

Christ’s poverty mean to me?

In what practical ways has the gospel beatitudes of

poverty influenced my attitudes, my daily choices

and my style of life?

Do I discern and assess my daily progress in following

the way of interior liberation in a serene

acceptance of suffering and of the cross?

Christ lived “free” from material attachments. What are

the areas of my life in which I still need to detach

myself?

Annexures 67

As a sign of following Christ the poor, am I able to

detach myself from things, even necessary things,

and be happy with minimum necessities?

Am I able to place at the disposal of the community the

“things” (my talent and abilities) that I possess?

Am I excessively concerned about my personal well-being

and the things that I can use?

By discernment, do I make real effort to free myself

from temptations regarding power, prestige, approval

by others at all costs, an excessive attachment to

my own ideas and craving for self-satisfaction with

my gifts of intelligence and will?

Have I the courage to identify clearly my more evident

attitudes that are a counter witness to moderation,

sharing and recognizing what is essential?

Am I quite content to depend on others, to give an

honest account, considering these to be practical

expressions of poverty as genuine steps towards

freedom?

Do I feel that I belong to the community and community

is mine & I need to care for different aspects of

the community with a real sense of belonging?

Am I lavish with myself in my expenses and

acquisitions?

At Community Level:

As a member of the community, how do I enrich the

community by my sense of detachment?


What are the manifestations that our vow of poverty

makes us more service-minded and more enterprising

in seeking funds for the poor with greater trust in

divine providence?

How can we give witness to the young in the right usage

of material goods and resources?

What are the indicators to show that we accept work

(community mission) as a special expression of our

community poverty?

As a member of the community with the vow of Poverty,

what are the ways by which we can avoid

individualism?

Can we say that our community is austere in life style,

buildings and furnishings? What more can we do as a

community.

What are the ways by which we can be more transparent

in the use of money?

As a community, what ways can we be more prudent,

honest and open in the day-to-day administration of

goods?

How can we make our financial transactions more

ordered and planned, and thus avoid hasty decisions.

Can we say that the standard of our community with

regard to poverty bring us closer to the poor for

whom we work? What are the areas where we can

improve?

Annexures 69

Annexure 2

AN EXAMINATION CONSCIENCE ON OUR STYLE

OF GOVERNANCE, ADMINISTRATION AND MANAGEMENT

1. Can we say that the way we administer reflects the

Salesian pedagogy and Spirituality?

2. Can we say that we help the different individuals to

keep to their roles and fulfil their roles

satisfactorily?

3. In what way do we sometimes unwittingly sabotage our

own works? What are the unconscious factors at work in

our institutions?

4. Does my self-esteem get damaged by my administrative

responsibilities? Does my/our style of administration

damage the self-esteem of anyone?

5. How can we help to develop the self-esteem of those we

come into contact with in our administration?

6. What are the normal ways in which prejudice is

practiced in our administration? Are our ways just?

7. What steps do we need to take to avoid every form of

prejudice or discrimination?

8. How do our administrative styles reflect the way we

value work and our closeness to people who belong to

the working classes?

9. Do we look at administration holistically? Does our

style of administration focus on people.

10. Do we practice equality? Do we deal with

every one with dignity and respect?


11. “You shall not defraud your neighbour; you

shall not steal; and you shall not keep for yourself

the wages of a labourer until morning (Lev. 19, 13). Do

we pay living wages?

12. Is the community’s or social responsibilities

reflected in the style of its administration and

administrative structures? In what way?

13. Can it be said of the administration and the

other Salesians in the community that they practice the

Gospel invitation: “To serve rather than be served.”

Annexures 71

Annexure 3

PROCEDURE FOLLOWED BY THE FINANCE COMMISSION

IN EXAMINING THE BUDGETS 2006-2007

1. Documents to be examined

a. Budget proposals (Consolidated as well as

sectoral)

b. Additional information relevant to the budget

(such as number of students, staff, new

programmes, and so on)

c. Comments on the budget proposals explaining the

rationale behind the various proposals, especially

larger and non-routine expenses.

d. Finance Commission report(s) of the previous

year(s).

e. New projects and how they fit into the budget

2. Discussion on significant budget proposals, receipts as

well as payments.

a. Comments

b. Clarifications

c. Suggestions

3. Budget item that require separate approval of the

Provincial Council?

4. Information on each of the projects included in the

Budget:

a. Is the detailed project proposal ready?

b. Has the project been approved by the Provincial /

Provincial Council?


c. Has the project been forwarded to any funding

agency? Their response?

d. Has any money been received? What is the balance

still to be received?

e. What balance of responsibilities regarding project

implementation remains?

5. Discussion on the previous reports and how the

suggestions are incorporated in the present budget

proposals. Response to difficulties expressed, if any.

6. If it is a deficit budget, how the community / sector

propose to make up for the deficit? Suggestions from

the commission.

7. How are the resources being mobilized? Suggestions from

the commission.

8. Other matters relevant for the particular budget.

9. Conclusions of the Commission:

a. Budget proposals are to be accepted and are to be

forwarded to the Provincial council.

b. Budget proposals are to be forwarded to the

Provincial council with some suggested

modifications / corrections. The community is to

be asked to clarify anything that requires

clarification, make the suggested minor

modifications and to return the modified copy to

provincial economer.

c. Budget proposals are accepted subject to

clarifications and corrections being made. The

modified proposals returned by the community are

Annexures 73

to be forwarded by the provincial economer to the

Provincial Council.

d. Budget proposals cannot be accepted as it is and

need to be reworked.

10. Any comments / clarifications from the Finance

Commission

11. Recommendations to the provincial council.


Annexure 4

REPORT OF THE ADMINISTRATION (FINANCE)

Name of the Society:Address :NAME OF THE OUT GOING ADMINISTRATOR :

NAME OF THE INCOMING ADMINISTRATOR :

DATE OF HANDING OVER :

1. BANK CLOSING BALANCE AS ON THE DATE OF HANDING OVERName of theAccount

Bank/Branch A/cNo.

Amount Remarks

TOTAL

2.A. CASH CLOSING BALANCE AS ON THE DATE OF HANDING OVER(As per cash book, all entries should be made in all the accounts and books must be balanced)

Name of the Account Amount

TOTAL

B. CASH ACTUAL HANDED OVER(Physical Cash Balance)

A. Denomination B. Amount

Rs. P.

500 X100 X50 X20 X

Annexures 75

10X5 X2 x1x

CoinsTotal of small advances given to employees treated as cash.

Total Cash Balance

C. REASONS FOR DIFFERENCE BETWEEN A & B (IF ANY) MAY BE GIVEN

3. FIXED DEPOSITS AS ON THE DATE OF HAND OVER

Name ofthe

Account

Bank/Branch

FDR.NO.

Date ofInvestme

nt

Date ofMaturit

y

Amount Remarks

TOTAL

4. LAND DOCUMENTS HANDED OVER

Reg. No. Reg. /Execution date

Location ofLand

Remarks

i In this chapter, when we speak of communities, we refer to local, provincial and world communities unless in the context community refers only to something specific. ii The Rector major, while speaking to the Perpetually Professed confreres of the Hyderabad Province on 9th February, 2006 said: What we are facing today is not a crisis of the Salesian Brother, rather the religious priest struggling to find his identity.


5. DETAILS OF VEHICLES AVAILABLE (TWO/THREE/FOUR WHEELERS)

Description Reg. No. Xerox copy ofR.C.Books

6. LOANS OUTSTANDING (RECEIVABLE) AS ON THE DATE OF TRANSFER)

Name ofAccount

Name of thePerson

Purpose Amount Remarks

7. LOANS OUSTANDING (PAYABLE) AS ON THE DATE OF TRANSFER

Name ofAccount

Name of thePerson

Purpose Amount Remarks

8. BILLS PAYABLE FOR WHICH PAYMENT HAS NOT BEEN MADE AS ON THE DATE OF TRANSFERName of Account Name of the

PersonPurpose Amount

Annexures 77

9. BOOKS OF ACCOUNT HANDED OVER TO THE ADMINISTRATOR (LAST 8 YEARS)

a. Computer printed and bound cash book and ledger for the past 8 years except for the year ended March 31, 2006.

b. Vouchers, Receipts and accounting records pertaining to the following years in respect of all the accounts maintained. Tick the relevant boxes

Year Ending Yes No31.03.199831.03.199931.03.200031.03.200131.03.200231.03.200331.03.200401.04.2005 onwards

IF ANY ACCOUNT RECORDS ARE NOT TRACED FOR THE ABOVE PERIOD PLEASE GIVE DETAILS

10. LIST OF REGISTERS/RECORDS/FILES HANDED OVER (TICK THE RELEVANT BOXES)A. Members Register E. Reg. of Societies

FileB. Minutes Book F. Audited statement

fileC. F.C.R.A File G. Any other (specify)D. Income Tax File

OUTGOING ADMINISTRATOR INCOMING ADMINISTRATOR RECTORPlace:

Date:NOTE: 1. Give information in separate sheet if space provided is insufficient without altering the format 2. All balances are with reference to the dateof handing over.

iii An interesting reading on this subject is Servant Leadership for Slow Learners by J. David Lundy, OM Books, Secunderabad (2003).


AnimATION NOTES

Documents

Transcript of AnimATION NOTES