Congregational Leadership

Reliance on Grace

By S. Joanne Burrows

“We must be so careful to meet In early February 2020, the Leadership our grace – wherever we go ‘there Council began planning for a is a store of grace waiting …” Congregational Day in March to present the work of the MPPC to the Sisters. - Elizabeth Ann Seton At the same time, the coronavirus was Meeting the store of grace that awaits has taken extra vigilance and courage for the new Leadership Council (LC) that took office in July 2019. As S. Marge Kloos so aptly captured in a recent reflection on the team’s first year in leadership, “During these months, the ‘yes’ to leadership has certainly unfolded in ways unimaginable to all of us. ... never did it dawn on me that ‘yes’ The Leadership Team of the Sisters of Charity of Cincinnati began their four-year term on July 1, 2019. Pictured are (front row, from left) Sisters Marge Kloos, councilor; Teresa Dutcher, councilor; Patricia Hayden, president; (back row, from left) Joanne Burrows, councilor; and Monica Gundler, councilor. emerging as a major story. On March 13, our world turned on its head with the news that COVID-19 was raging in new York. Four councilors were out of town at conferences and meetings. Abrupt travel home, texting and conference calls kept us in contact as we strategized to address the situation. It would not be until late May that we would be able to share the property plans with Sisters using livestreaming and closed circuit television. could be so pervasively defined by of assessing congregational realities and On St. Patrick’s Day, Ohio Governor a global event for which no yet-to-be developing a direction for the future. The DeWine issued a stay-at-home order for identified intervention exists, no use of committee presented its findings at the Fall Ohio. LC quickly joined with the Campus resources can fix, and no discernable plan Congregational Days in September 2019. Senior Management Team to establish a can move us from crisis to normalcy.” The presentation included an assessment of COVID-19 Response Team to coordinate The year began challengingly enough with relocations, establishing a new team, defining expectations and roles, and immersing themselves in congregational affairs. With the exception of S. Marge Kloos, who continued as an executive councilor, S. Patricia Hayden, president, and Sisters Joanne Burrows, Teresa Dutcher and Monica Gundler were new to Seton Hall, the former college dormitory, and its potential for renovation to meet future needs. Following a discussion of the information presented, a leaning was taken, and the Sisters unanimously agreed that Seton should be demolished. Further investigation determined that there is adequate space in the Motherhouse and other buildings to meet congregational the campus-wide response. We watched daily briefings, and researched the emerging information from the CDC and ODH to help us respond to the crisis. The Response Team has continued to meet through the intervening months to handle the emerging nature of this global pandemic. S. Monica compares it to “building the plane while flying it.” congregational leadership. needs for the next 10 years, thus, there is Care for the Sisters on campus and Advancing the facilities planning process set in motion by the previous Leadership Council was a priority for the new team. The team joined the Motherhouse Property Planning Committee (MPPC) over the summer in the intense work no need to build a new office/welcome facility at this time. After touring buildings, conversing with residents and staff, and reviewing lots of possible scenarios, new locations for all congregational offices and Sisters services were determined. support for the staff were our primary focus. We took the unimaginable and wrenching steps of closing our campus to the public and the Motherhouse and Mother Margaret Hall to all but Sisters in residence and staff performing critical

related to COVID-19. We chose to partner with agencies providing direct COVID relief to the underserved. Seven social agencies serving those living in poverty in the Greater Cincinnati area received significant grants. During the pandemic these agencies have intentionally focused on housing for families in safe shelter; assisting families with housing, food and utility payments; assisting with direct service needs of the regions poorest homeless and nearhomeless; feeding food insecure families and individuals; assisting with healthcare Throughout the pandemic, Sisters of Charity employees have been compensated and recognized for their hard work for the most vulnerable; and expanding and efforts to keep the campus and Sisters as safe and healthy as possible. service areas to meet increased demand during COVID.functions. The different populations on closed-circuit television kept us connected campus were isolated to prevent undue as a congregation through twice-daily In her reflection on the past year, exposure. Dining procedures were radically prayer services, group conversations and S. Teresa described the ups and downs of altered, activities halted, gatherings presentations. Planning for Seton Hall’s the year by recalling Isaiah’s lament “Woe cancelled, and communal prayer delivered demolition, renovation of new areas, and is me!” and contrasting with all the many virtually from the chapel. Communication office moves continued over the summer things she has thanked God for in this with Sisters on and off campus was frequent using virtual meetings and lots of ingenuity. time. In a year when we were called to act but never enough to stay abreast of the constantly changing conditions. As summer began, social unrest reverberated across the nation with the in ways that those who preceded us had not experienced, we have had to create a road map for leading when you cannot

The Sisters of Charity chose to retain death of George Floyd on May 27, 2020, be together; when you cannot touch each all employees and to compensate them fully and the growing body of evidence that other. In it all, we have relied on the grace throughout the stay-at-home order. Many the coronavirus was disproportionately that awaited us in each decision and new employees worked from home. Essential effecting people of color and, in particular, challenge. personnel came to work and received the African-American community. additional compensation. We chose not to We found ourselves struggling with seek the federal assistance available during how to take meaningful action this time. Initiatives were developed by the calling for the end of racism, while new Human Resources staff to keep our remaining vigilant to the dangers employees informed and healthy. of the pandemic. unlike past times

In the midst of all this disruption, of unrest, most Sisters were not in frustration and pain, we continued to a position to take to the streets, advance the business of the congregation due either to their age or health and to engage in the larger world of situation. religious life. Zoom became a way of The congregational means Leadership Team members continued to advance the business life, replacing every gathering from in- that were available to us were our of the congregation and keep Sisters and Associates connected person meetings to national conferences. financial resources dedicated to through Zoom technology, livestreaming and closed-circuit In addition to Zoom, livestreaming and support social justice concerns television.