Catholic Leadership Institute

“The executive committee shall consist of the chair, the ceo, and the chairs of each committee and others as nominated by the nominating and governance committee and approved by the board of directors annually. The executive committee shall exercise the full authority of the board of directors as needed when the full board does not meet with the exception of changing the charter or bylaws, electing directors and officers, and approving the annual budget.”

“Bernarda neal, board member, and robert neal, board member, have a family relationship.”

“In may of 2020 the bylaws were amended. The following changes were deemed significant for purposes of this disclosure: 1. The chair now serves for two year term(s), and shall remain in office until their successor(s) are appointed/elected; previously the term of the chair was undefined. 2. The general board term limits did not change, but a provision was added to clarify that the chair's term shall supersede their member term limit; meaning if a member has one year remaining on their term limit, but is then elected chair, they shall be permitted to serve the full two year chair term and be eligible for a second consecutive two year term as chair if elected.”

“The form 990 is prepared by an independent accounting firm and then reviewed by the audit and finance committee. The bod delegated authority to approve the form 990 to the audit and finance committee. The bod is informed of the approved form 990 at the november bod meeting. Each bod member is given a complete electronic copy prior to the return being filed with the irs.”

“The conflict of interest statement is completed annually by all board members and all staff. New employees also complete the conflict of interest statement as part of the new hire process. The annual conflict of interest statements are reviewed, summarized, and discussed with the nominating and governance committee. A summary is provided to the board of directors at the subsequent board meeting. All forms are kept on file and available for review. Should any conflicts arise (which they have not) it would be handled by the chairman of the board and monitored accordingly.”

“Ceo compensation - the ceo signed an employment agreement in prior fiscal year which also included an optional deferred compensation plan. Annually, the ceo is reviewed by the board chair with input from the compensation committee chair and all other board members. The compensation is assessed after a review of external sources. The compensation committee recommends to the board, the ceo's merit increase and incentive/deferred compensation as defined within the employment agreement. The board of directors discuss the ceo's review and recommended compensation. The board approves the ceo's compensation. The deliberations and final decisions were timely documented in the committee and board minutes. Form 990, part vi, section b, line 15b: other officers/key employees - the founder's compensation, in the role of major gift officer, is determined in a similar process as the ceo, including the use of relevant comparability data, the only difference is the review is conducted by the board chair with input from the ceo and other board members. The compensation committee recommends to the board the founder's merit increase and if appropriate bonus. Compensation of other officers and/or key employees is determined by the ceo in recommendation to the compensation committee after review of internal and external sources and approved by the board. The deliberation and final decision by the ceo and compensation committee of all officer/key employee compensation review was timely documented in the committee and board minutes.”

“The governing documents, conflict of interest policy and financial statements are made available upon request. The current year annual report and audited financial statements are available on the website, www.catholicleaders.org”

“In the last quarter of fiscal year 2020, march 2020-june 2020, catholic leadership institute transitioned from 90-95% in person client delivery, donor development, and business development processes to virtual. This transition was thought to be temporary. As we transitioned to virtual delivery, the organization reached out to our clients to continue to move projects/contracts forward. We allowed for training our clients to utilize virtual technology and revised our delivery methodology to meet the client needs. Some clients were consumed with the impact of the pandemic on their parishes and required individualized support, while others were overwhelmed and put cli services/support on hold. In may/june, cli developed virtual coaching for parishes to assist the pastor and his team in opening up after the shutdown. We continued to work to fulfill on our contracts, further our donor relationships, and generate new contracts all in alignment with our mission recognizing our program delivery was below projected during the last quarter of fy20 due to the pandemic and all constituents working to adjust and respond to the new reality.”