bold = Main text
Chapter, § grey = Comment text
1 0,1 | be said that a Religious Institute cannot undertake a process
2 1,7 | the assets of a Religious Institute requires caution, accuracy,
3 2,14| administration to the mission of the Institute.~ ~
4 3,17| themselves, within each Institute and with the various members
5 3,18| path chosen by a Religious Institute today: they must be trained
6 4,26| the Church, of one’s own Institute and of Governments which
7 4,29| the assets of a Religious Institute: there are new elements,
8 4,33| allocation of the assets of an Institute involve many aspects that
9 4,33| assets needed to achieve the Institute’s objectives and what should
10 4,33| sensitive for a Religious Institute. How much money does one
11 4,34| sound, and must serve the institute’s mission. On this basis,
12 5,40| management policy in a Religious Institute one meets with a variety
13 5,41| the assets of a Religious Institute must cover the needs of
14 5,43| resources reach a Religious Institute. Obviously, it is appropriate
15 5,44| the name of the Religious Institute. It is clear that the Councils
16 5,50| needs of the people in the Institute and those of its overall
17 5,59| the assets of a Religious Institute, and we must make sure that
18 6 | Treasurer in a Religious Institute:~role and responsibilities~ ~
19 6 | particular rules of the religious institute.~ ~ ~ROLE~ ~Preliminary
20 6 | legislation of the religious Institute.~ ~Advisor to the General
21 6 | available for the mission of the Institute;~- Helps make short
22 6 | various missions of the Institute.~ ~Team-player:~-
23 6 | economic committee of the Institute;~- With counterparts
24 6 | solidarity within and outside the Institute;~- Co-ordinates
25 6 | different entities of the Institute;~- Collaborates
26 6 | Ensures that the Institute is paying just wages and
27 6 | Makes certain that the Institute has proper insurance to
28 6 | assets;~- Helps the Institute provide health insurance
29 6 | among the members of the Institute;~- Assists in budgeting
30 6 | various missions of the Institute;~- Assists local
31 6 | bursars at all levels of the Institute Government, taking the context
32 6 | formed at all levels of the Institute,~- Ensures that
33 6 | financial operations of the Institute;~- Prepares the
34 6 | charism and mission of the Institute;~- Sense of appropriate
35 6 | reporting finances of the Institute;~- Competency;~-
36 6 | criteria for a Religious Institute. Non-profit investments.~ ~
37 6 | particular charism of each institute and the various social situations.~
38 6 | assets within a Religious Institute: models, experiences and
39 6 | financial matters / Each Institute to make materials it has
40 6 | experts in the Charism of the Institute in order to achieve results
41 6 | and equal for the whole Institute, with the same codes of
42 6 | are no longer active; the institute’s own external solidarity
43 6 | financial reports of a Religious Institute or a Province reveal many
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