HOW TO BECOME A LEADER

Leadership is not an exclusive club for those who are “born with it”. Although leadership relies on some inherited characteristics, it also depends on training and experience. Indeed, many of the traits and abilities that are the raw materials of leadership can be acquired. If you link those traits with an essential desire to achieve, nothing can keep you from becoming a leader. You may even become a great leader.

1. Believe that you can become a leaderLeadership is a function; it is something that a person does, a set of skills – and any skill can be learned, strengthened and enhanced. Not all leaders are “born leaders”; and leadership is certainly not just a group of personality traits. The leader lives within each of us. So acknowledge that leadership begins with your own belief in yourself.

2. Be sure you have a burning desire to leadAre you ‘fired-up’ and enthusiastic enough to get something done? Leaders must have a desire to serve, to achieve a goal, and to leave things better than they were when they found them. Remember, leaders need causes and causes need leaders. So make sure you have a clear sense of mission, a focus, a band-wagon to leap on – and a passion to achieve.

3. Study the qualities of recognized leadersWhat distinguishes leaders from others in the group or organization? Interview, observe, read about and study leaders you admire. Buy or borrow biographies of leaders you respect; and explore what makes them exemplars of the art of leadership.

4. Be clear about what leadership entailsKnow what it means to lead.

Inspire a shared vision: envisage an uplifting and ennobling future, enlist others to share the vision by appealing to their values, interests, hopes and dreams.

Empower others to act: foster collaboration by promoting cooperative goals and building trust; strengthen people by giving power away, providing choice, developing competence, assigning critical tasks and offering visible support.

Model the way: set an example by behaving in ways consistent with shared values; achieve small wins that promote consistent progress; build commitment.

Encourage the heart: recognize individual contributions; celebrate team accomplishments regularly.

5. Learn to lead by leadingThe more opportunities you have to serve in leadership roles, the more likely it are that you’ll develop the skills to lead. Effective leaders learn by leading – and they learn from failures as well as from successes.

6. Volunteer for leadership rolesFind ways to broaden your base of leadership experience by looking beyond the workplace. Remember that there are many opportunities to develop, practice and sharpen your leadership skills and talents, e.g.:

Volunteer for leadership roles in community groups and professional organizations. Such organizations always need good people and they provide broad avenues to learn leading skills.

Seek tougher assignments. They usually involve greater risk, but have a greater pay-off in terms of your leadership development.

7. Learn from your experiencesTake time to reflect on what you’ve learned from life’s successes and failures. Think back over one of your leadership episodes; review the experience by asking:

Where and when did the episode take place? Who was involved? Who initiated it? Why did I get involved? How did I challenge myself and others?

What did I hope to achieve? How did I generate enthusiasm in others?

1

How did I involve others? How did I encourage collaboration? How did I foster trust and respect?

What principles and values guided me and others? How did I set an example? What strategies and structures did I apply? How did I progress from one milestone to the next?

How did I acknowledge the work of others? How did we celebrate success? What lessons did I learn from that experience about myself and about leadership?

8. Study yourselfWhat are your strong and weak points? What should you be doing to strengthen the former and eliminate the latter? Ask for feedback from people you know. Make your own list of developmental needs – in public speaking, understanding the change process, handling people, motivating others, and so on.

9. Learn as much as you can about group actionMake sure you understand the dynamics of your group. We no longer motivate our teams with a whip; we give them a dream and help them reach it – that’s leadership!

10. Develop a plan of learningEffective leaders are constantly learning. Devise a plan to improve your leadership, including formal study, and work to your plan. Leadership is a capacity that doesn’t just happen for most people. It needs to be worked at.

A manager can make a good team work well. A good manager can make an average team work well. A true leader can change

the whole attitude, philosophy and spirit of any group of people.

2

HOW TO RELEASE THE LEADER WITHIN YOU

There is nothing elusive about leadership. Although great leaders may be as rare as great runners, great painters, or great actors, everyone has leadership potential – just as everyone has some ability at running, painting and acting. Unfortunately, there is no simple formula, no foolproof handbook that leads unavoidably to successful leadership. But don’t despair, for if you can draw on the following essential leadership qualities, you’ll be well on the way to displaying the features of a great leader:

1. Make a commitment to work hardNothing of worth comes easily. Most great leaders thrived on hard work, their main motivator being their desire to meet their own high standards. You’ll find that a combination of self-discipline and a desire to make a difference will provide the necessary commitment to succeed.

2. Show confidenceOverwhelming confidence in your own ability is essential. If you don’t believe in yourself, others can’t be expected to believe in you. Confidence can be acquired through experience, skill and positive affirmation. People will buy into the leader before they buy into his or her leadership.

3. Display integrityIntegrity is a quality you must develop. It helps to build trust, allows you to influence others, sets and maintain high standards and builds your reputation as one who can be relied on. Followers are acutely aware of any difference between what you say and what you do.

4. Demonstrate extraordinary persistenceResearchers have identified three major opportunities for learning to lead:- Trial and Error- Observation of others- EducationAll three requires ‘stick ability’ – seeing tasks through despite the setbacks and learning from your mistakes. Success is experienced only by those who are prepared to persist.

5. Be responsiveOpenness is giving customers or employees what they want – courteously, when they want it, at a price that matches their expectations. You will be remembered not for the number of tasks you take on but for those you complete successfully. Your level of responsiveness will be the quality you will be recognized for.

6. Bring out the best in othersLeadership doesn’t occur in a vacuum. Invariably it involves working with others – selling them your dream, instilling in them a desire to achieve, motivating, cajoling, and even coercing them. Your ability to influence is a key leadership factor. Be tolerant of those less competent than yourself, providing they are willing to make the effort to perform to the best of their ability.

7. Demonstrate a high degree of energyOften actions speak louder than words. Be prepared to share the load; roll up your sleeves and mix it with others; apply yourself longer; and give that little bit extra. To that end, maintain a level of fitness that ensures you are physically capable of leading by example.

8. Back your judgementBoldness and courage are two key leadership qualities. You need to demonstrate a willingness to take chances, to experiment and to display a level of optimism that rejects any prospect of failure. Any failure is viewed as an opportunity to begin again, better prepared than before.

9. Develop humilityLearn to recognize your place in the scheme of things. Demonstrate high ideals, a strong sense of personal morality and avoid the ‘sand-pit behaviour’ so reminiscent of child’s play.

3

10. Get your timing rightSeizing the moment is the key to any successful endeavour, so make sure you get your timing right when taking action and making decisions. Timing is a combination of alertness, foresight and imagination.

11. Develop a winning attitudeIt’s not what happens to you; it’s what you do about it that counts – and your attitude will determine your response. John Maxwell writes: “The pessimist complains about the wind. The optimist expects it to change. The leader adjusts the sails.” Resolve now to start thinking and acting like a leader.

12. And finally, focus on the 10 C’s of leadership …You will need to be….

CharismaticCaringCommittedCrystal-clearCommunicativeConsistentCreativeCompetentCourageousCrazy (well, just a little) to think that you really can make a difference

“Beyond the horizon of time is a changed world, very different from today’s word. Some people see beyond

that horizon and into the future. They believe that dreams can become reality. They open our eyes and lift

our spirits. They build trust and strengthen our relationships. They stand firm against the winds of resistance and give us the courage to continue the

quest. We call these people leaders!”

4

UCCSA STRUCTURE

ProportionalRepresentationPer Synod

Officers (7) 4 x 5 Synods (20) Mission Council (19)

5

UCCSA Organization Chart

UCCSAASSEMBLY

EXECUTIVECOMMITTEE

MINISTERIALCOMMITTEEOfficers (5) +

2 per Synod

(8)

FINANCECOMMITTEEOfficers (2) +

2 per Synod (8)

MISSIONCOUNCIL

Convenor (1) / Synod Convenors (5) + Unit (7) & Ministry (6) Convenors

TMC

Representative of all Synods

INVESTMENTSCOMMITTEE

5 x Synods

Regions

MINISTRIESWomens CommitteeIsililo/Manayano/BommeBroedersbandSoldiers of ChristChildren’s MinistriesYouth Ministries

UNITSWorship and LiturgyCommunicationsCongregational ChronicleMusic DevelopmentEducation in MissionDevelopment and Training

The officers of Assembly and Executive are: President, General Secretary and Treasurer.

The officers of Synods and Regional Councils are: Chairperson, Secretary and Treasurer.

The General Secretary as chief executive officer of the denomination has to co-ordinate and facilitates the work and activities of the various standing committees and other organizations such as Finance, Ministerial, Mission Council, Investments, Theological Commission, Moderators, etc. The General Secretary is also the chief Moderator who has along with the President, the task of visiting all Synods and Regions to motivate and encourage them.

13. THE STRUCTURE AND FUNCTION OF THE EXECUTIVE COMMITTEE

Structure ofExecutive Committee / Synods /

Regional Councils / Local Churches

MinisterialCommittee

FinanceCommittee

MissionCouncil

Sub-Committee:Training for Ministry Committee

Sub-Committee: Investments Committee

Ministries:Women’s MinistriesMen’s MinistriesYouth MinistryChildren’s MinistryHIV/AIDS MinistryUnits:Choir and Music DevelopmentCommunicationEducation to MissionJustice and Social ResponsibilityResource Development and TrainingStewardship and Church GrowthWorship and Liturgy

The Ministerial Committee, Finance Committee and Mission Council form the Executive Committee of the UCCSA, which is the Assembly out of session. The Executive Committee meets twice a year, usually in March and September.

The Ministerial Committee, together with the Training for Ministry Committee (TMC) is overseeing the training of candidates for the Ministry. Theological Training is the responsibility of the Synods. Each Synod is training Ministerial Candidates at accredited Institutes of Learning. The following institutions are currently used:

i) Kgolagano College (Botswana)ii) Ricatla Seminary (Mozambique)iii) Lutheran Seminary (Namibia)iv) University of Natal or Fort Hare (South Africa)v) Evangelical Seminary of South Africa (South Africa)vi) United Theological College in Harare (Zimbabwe)

6

Being a minister of the church requires particular knowledge, skills and experience that you will get by being a student for the Ministry. There are two elements to this:

a) Theological Education (at a Seminary or University)b) Ministerial Formation (through Fellowship of Vocation).

The Mission Council is responsible for the training of laity through the different Units. The main focus of the Mission Council is leadership development and capacity building etc.: To strengthen leadership capacity within organizations, and thereby to build local

churches, To build confidence and skills in lay people in order to organize for change and to

develop their local churches; To develop liturgical programmes in line with the church’s liturgical year and different

styles of worship; To develop and implement an HIV/AIDS programme to educate and train our

members/ministers. To continue to be involved ecumenically in the local communities in the campaign against AIDS and assist people infected and affected by HIV/AIDS;

To strengthen the ministry to children, women, youth and the gender desk. To monitor social issues and give as much a lead as possible whenever it is appropriate

to do so. To address the alleviation of poverty by developing self-support projects.

14. THE IDEAL STRUCTURE OF THE LOCAL CHURCH

MEMBERSMEETING

ChurchCouncil

DeaconsCourt

FinancialCommittees

MissionCouncil

15. COMPOSITION OF LOCAL CHURCH

THE OFFICERS7

Outstation

MotherChurch

Outstation

OutstationOutstation

A local church is recognized by the Assembly as a fellowship of members of the Church gathered in a particular locality for worship, witness and service. A local church may consist of one or more congregations.

Local churches are formed at the request of existing local churches, on the recommendation of the appropriate Regional Council, or by a Regional Council, in terms of any one or any combination of the following:

The Church is constituted of those who have become members in terms of Clause 3 of the UCCSA Constitution. The Church is a constituent Church of the United Congregational Church of Southern Africa (UCCSA) and acknowledges itself bound by the constitution and the accepted Procedures of the UCCSA.

In all matters of administration, order and discipline the Church is essentially autonomous, subject to the Constitution of UCCSA and the limitations placed upon it by this Constitution.

The Church continues to exist notwithstanding changes made from time to time in the election of office bearers. The Trustees of the Church is:

The Minister The Secretary The Treasurer

The Minister: A Minister is called by the Church to minister to them. The Minister has pastoral oversight over the local church. He is the spiritual leader, but is overall the leader of the congregation. He is assisted by a Secretary and a Treasurer.

Church Secretary: The Church elects one of its members as Treasurers, if he is not a deacon, is a deacon ex-officio. The Church Secretary keeps adequate minutes of all Church – and Deacon’s Meetings in a suitable minute book and fulfils such other administrative duties as are normally expected of a Secretary.

Church Treasurer: The Church elects one of its members as Treasurers, who, if he is not a deacon, is a deacon ex-officio. The Treasurer receives contributions, pays salaries and accounts regularly and keeps proper account books, which are audited annually (where possible). The Treasurer prepares an annual financial statement for presentation of the Church Meeting.

The Church does not pay any emoluments to its officials and members.

THE CHAIRPERSONIn Church meetings, the minister is always the Chairperson of the meeting. The sub-committees are chaired by a member elected into that position.

In five words, a Chairperson should be:-

INFORMED as to the meeting purpose and procedure;

OBJECTIVE so he can control without trying to dominate;

SUPPORTIVE of participants, to encourage contributions;

DIPLOMATIC in his treatment of people;

FIRM / TIME CONTROL in keeping the meeting on course and to time.

8

The chairperson must understand the fundamentals of Parliamentary procedure plus a good knowledge of the constitution of the organization.

Responsibility of Chairperson Have a purpose – plan, process, outcome Stay alert – listen intently Speaking protocol – Tact, time, respect Integrity- be faithful, respect The right attitude – fairness but firm

Keeping to the advertised times for the meeting, is very important. Nothing is as demoralising as a meeting, which starts late, or runs over the allotted time.

The other are to watch is time allocation in the agenda. If too much time is spent on early topics, the later topics are dealt with in unseemly haste, or must be reserved for decision at a later date.

Time control is also essential in respect of the contributions made by those attending the meeting. As everybody knows, there are always certain people who wish to dominate the discussion and it is the responsibility of the chairperson to control the time allocated to each agenda item while ensuring that each attendee has an opportunity to contribute.

The Chairperson, must after welcoming the attendees to the meeting, introduces the purpose of the meeting. While it is this introduction, which will set the tone for the meeting, the nature of the introduction will depend upon the reason for which the meeting has been called.

Leadership Models Humility – Servanthood (Moses – Numbers 12: 3) Integrity – trust, fairness (Daniel 6: 10) Purpose – Nehemiah (Nehemiah 1: 6) Continuous Learning Prayerful – Discernment – Jesus (John 11: 41 – 42)

GUIDING THE DISCUSSION

The function of the Chairperson is to assist a meeting to achieve its objectives, not necessarily to take the lead in discussions and to impose views and decisions. The extent, to which the Chairperson does this, will depend upon the extent to which the Chairperson is autocratic or democratic.

An autocratic Chairperson is often seen where he/she is the manager or person with ultimate responsibility for various decisions. One would expect a totally democratic Chairperson by contrast where he is in a truly representative capacity, rather than a controlling capacity.

Role of the Chairperson: Facilitate Discussion Keep the focus Lead the way Preserve the unity Accountability structure

Like the driver of a motor vehicle, the Chairperson must control the rate of travel of the vehicle and contributions by the passengers, while referring to the map (agenda) and ensuring that the vehicle is travelling in the right direction. If the driver becomes embroiled in an argument with a passenger in the back seat, he will not be able to attend responsibility to this function of managing the vehicle.

Getting away From the PointAll meetings, particularly those with enthusiastic participants, tend to get off the point, from time to time.

9

Handling Difficult PeopleAt almost every meeting, there are people who could ruin the gathering, if given the opportunity. It falls to the Chairperson to deal with these people. Generally, most people attending a meeting are calm and co-operative. It is a small number of people who require a firm hand, if time wasting is to be avoided.

Even the best meetings can be disrupted by difficult characters, consider the following: The Perennial Latecomer The Talkative Person The Uninvolved Person The Joker The Spoilsport The Aggressive Person

You – the chairperson - are important!! Your personality is brought to bear on the meeting that you preside over! Thus, who are you? Do you know yourself? Are you aware what you project onto each meeting you are presiding over? You have control over the influences on the meeting.

Seeking Consensus Spirituality – Give God time! Stay focused. Recognize and appreciate differences Support for and respect towards one another All contributions are valuable Seek common ground – build on contributions Take the good from all Summarize Pointing the way forward Close the point

LEGAL ASPECTS OF MEETINGS

“A little knowledge is a dangerous thing!” Indeed, it can be dangerous … but it can also be a face-saver at meetings. A basic understanding of the legalities is essential. So, although we shall not try to turn you into lawyers, the following will help you:

Protect your personal rights; Save your committee embarrassment; Keep a check on the Chairperson; Spot and point out, procedural errors.

First step is to check on the legal requirements for the specific meetings. In particular, look at the following:

AgendaWas a complete agenda circulated prior to the meeting if required?

Notice periodsHas the required period of notice been given for the holding of a meeting, or for introducing certain types of business?

Frequency Have meetings been held with the required frequency? Monthly, Quarterly, or Annual?

Quorum

10

Most constitutions require a certain proportion of the membership to be attending a meeting, if that meeting is to have plenary (decision making) authority. The required number of members or a percentage of members is called a “Quorum”.

JurisdictionDoes the committee have the authority to decide upon a particular action, or must a general meeting of all members be called?

Required majoritySome decisions must be voted for, by a particular proportion of members present at a meeting or, in extreme cases such a decision must be taken by a given percentage of total members e.g. two-thirds majority.

This is the kind of information you should check before a meeting.

WORDS USE IN A MEETING

It is also essential to understand some of the jargon relating to the conduct meetings. Here is a quick guide:

MotionsA motion is the formal statement of a proposal, which you may wish a meeting to adopt.

A motion is proposed for discussion and usually requires a seconded. This is a person who signifies his or her consent to the matter being discussed. It is often mistakenly thought that a seconder must support the motion. He or she is then free, along with everybody else, to support or oppose the motion. The need for a seconder is merely to ensure that more than one person is actually willing to discuss the content of the motion.

AmendmentThis is a motion to change the terms of the motion being considered.

Postpone definitelyThis is to postpone the meeting to a particular date.

ReferThis is to refer the point being discussed, to a committee for further discussion and to report back.

Close DebateThis is to stop discussion and to go over to voting.

A Point of OrderA discussion may be interrupted by the bringing of this motion. It is really a request to the Chairperson to enforce rules and orders.

A Point of InformationThis may also interrupt discussion and is intended to obtain information.

HOW ARE MOTIONS ARE DEALT WITH

When the specific agenda item is announced, the Chairperson may invite the proposer to propose his motion. When this has been done, the Chairperson will ask, “I there a seconder?”

Provided there is a seconder, the Chairperson will then invite the proposer to “speak to the motion”. He will ask him to motivate it.

Once the proposer has tried to persuade those present to vote in favour of the motion, others will be invited to speak in support of, or opposition to, the motion. As a general rule, nobody may speak

11

more than once in respect of a particular motion, until everybody else has been given the opportunity to speak.

While the motion is still being discussed and before it is voted on, various other motions may be called. For example, somebody may propose an amendment to the motion.

If there is a seconder, the amendment must be discussed and voted on, before vote can be taken on the main motion.

Supposing the discussion get off the point and begins to ramble, what would you do? You would propose a special motion, “Mr. Chairperson, I call for orders of the day!” This should cause the Chairperson to ask all concerned to stick to the subject, who is being discussed, or, to adhere to the agenda.

Once a motion receives the required number of votes, it is recorded in the minutes as a firm decision of the organization.

CHAIRPERSON’S ASSISTANTS

There must be a secretary at every meeting, whose duty it is to keep the minutes and to help the Chairperson to make reference to the agenda and any other documentation. The secretary must be a person who has the necessary skills to keep minutes and to attend to the other administrative task, which will be necessary.

A second form of assistant who is not always necessary, but who can be very useful indeed, is the “scribe” or minute Secretary. Such a person would be assisting the Secretary with writing the minutes as well as being in charge of a white board or flip chart upon which points are to be noted as the discussions on various topics proceed. By having a person appointed specifically to attend to this task, a Chairperson is free to attend to the task of guidance the meeting without having to turn his back on the attendees from time to time, to make notes on the board or flip chart.

SECRETARYGENERAL GUIDELINES

1. The secretary is an executive officer. As such, she/he is not the only responsible for the executing of resolutions, but also for the preparation, which is needed to every meeting. This demands a good organizer and a good administrator. He/she should work systematically, precise and correct in all activities.

2. The secretary should know the reasons for calling a meeting. Not only is the biggest responsibility on the shoulders of the secretary, but also often, the chairperson and members of the organization will call on the secretary for guidance.

3. The nature of the work of a secretary is that he/she will come in contact with many different people and needs to negotiate with them even if they do not agree with them. The secretary should still be tactful.

4. The secretary should see that he/she is knowledgeable with all the business of the organization in order to give advises to the committee.

5. When the secretary is doing his/her work meticulous and with enthusiasm, the organization will prosper. On the other hand, the secretary can also cause the organization to collapse.

6. The secretary should be careful not to become finicky and look at the constitution blindfolded. The constitution provides a framework to work from, but a good secretary will go much wider than the constitution.

7. The following will be the duties for a secretary in a meeting:

a. Prepare or organize a place for a meeting with all the necessary requirements.b. Prepares the agenda in consultation with the chairperson.c. Sends out notices of meeting.d. Keeps an attendance register.e. Make sure that a quorum is in attendance.

12

f. In the absence of the chairperson, the secretary will take the chair temporary and ask that a chairperson for the particular meeting be appointed.

MEMBER’S ROLL

The Secretary should also manage a record of all members of the Church. This record should indicate the following: The date that the person became a member of the Church The method with which the person became a member Full names of the person Date of Birth Address

EXAMPLE OF A MEMBER’S ROLL

Surname Name(S) Address Date Of Birth

Method OfBecoming AMember

Stevens Gloria 2 Anderson Str., Davidsonville

25/01/47 Transfer Certificate

Frankel Avril 153 Una Court, Davidsonville 27/05/82 ConfirmationMenagen Bernice 620 Olifant Str.,

Davidsonville08/06/80 Confirmation

BAPTISMAL REGISTER

The Secretary is responsible for managing the Baptismal Register. This register is very important as it can also be used as a legal document. Thus, utmost care should be taken with the upkeep of this register. The following information is recorded:

Name of the Child Date of Birth Place of Birth Date of Baptism Sponsors Minister’s signature

DEATH ROLL

The Secretary is also responsible for keeping record of all the members that have passed on to higher services. It should have the following:

Name of member Date of Death

TREASURER

GENERAL GUIDELINE

The Treasurer can be seen as the financial manager of the organization. Because no business can make a success of their work without money makes this position a very important and responsible position.

The Treasurer is responsible for:

1. Financial policies of the organization. He/she must see that the right method of fundraising is followed and that the methods will fulfil the needs of the organization.

13

2. The payment of all expenses of the organization and to ensure that the expenses are in line with aims and purposes of the constitution of the organization.

3. The Treasurer is responsible to register the Minister for Income Tax purposes, as well as for UIF.

4. The Treasurer is responsible for the monthly payment of the Pension Fund contribution on behalf o the minister. This must be done by the last day of the month. A requisition form must be faxed to the Pension Fund Principle Officer within seven days.

5. The Treasurer is responsible for the monthly transferring of tithes to the Synod Office. The Tithe calculation form together with the relevant deposit slip must be faxed to the Synod Office.

6. The Treasurer should also ensure that the Church is registered as a Public Benefit Organization (PBO). This will ensure that the Church is exempted from paying Income Tax.

7. The submission of all financial records viz:

a) A cashbook, a ledger and if necessary journals.b) Cheque book, bank deposits or savings booksc) Receipt books.d) Supporting documents like invoices, receipts, etc to support all

income and expenditure.e) Control Statements for collection lists, concert tickets, etc.

These books and documents should be checked annually by a person as appointed by the meeting. It must be a different person than the Treasurer.

8. The submission of financial statements on a regular basis and ensure the preparation of the annual statements.

9. The upkeep of an asset register and that proper maintenance are in place for the upkeep of all assets.

14

EXAMPLE – PENSION FUND REMITTANCE FORM

UCCSA CONTRIBUTION ADVICETO BE TAKEN INTO USE 1 APRIL 2009

Please use this form in support of all contributions to the UCCSA Pension Fund

See below for instructions.

Please complete all details on this form.

NAME AND INITIALS OF MEMBER

 

ACCOUNT NO

Member's identity number  Church making payment  Contact person   Telephone No.Period covered by payment   Stipend - excluding allowances  

20% of Stipend  Adjustments/arrears - Please supply full details  Total Paid A + B R

Paid by the Church A  

Paid by the Member B  PAYMENT INSTRUCTIONS

Deposits to be made to the Fund bank account by the last Friday of the month:ABSA - Westgate - 922 335 7273

Please write Members Surname in the deposit slip reference field and his

Pension Fund numberPlease do not put the depositor's or church's nameFax this form immediately to (011) 764-1186 or e-mail to: admin@sasynod.org.saAlternatively payment may be made by chequeCheques to please be drawn in favour of UCCSA Pension Fund and posted with this form to: SA Synod, PO Box 6191, Westgate 1734 Cheques to be posted in time to arrive by the last Friday of the month.CHEQUES MUST BE CROSSED "NOT TRANSFERABLE" 

15

United Congregational Church of Southern Africa

SOUTH AFRICA SYNOD

MONTHLY TITHE CALCULATION FORM

NAME OF CHURCH: …………………………………………………………………

MONTH : ………………………………………………………………………………..INCOME FOR THE MONTH :-

TICKET MONEY / PLEDGES R ……………………………….

OFFERINGS R ……………………………….

DONATIONS R ……………………………….

INTEREST R ……………………………….

OTHER R ……………………………….

TOTAL R ……………………………….

TITHE FOR THE MONTH = R ……….............................. X 10%

= R ………..............................

ATTACH CHEQUE, PAYABLE TO SA SYNOD - UCCSA, FOR THIS AMOUNT, AND SUBMIT TO THE SYNOD OFFICE AT :-

P.O. BOX 6191 WESTGATE 1734

Direct transfers can be made to the following account:

Bank: ABSA Branch: BrixtonAccount Number: 405 630 6458 Branch Code:516 005

Please fax the deposit slip to the Synod Office at (011) 764-1113

as it would assist us to make the correct allocation.Also, please write the name of the church and the amount

in black ink at the bottom of the slip.

WOULD YOU PLEASE PAY BEFORE,15TH OF THE FOLLOWING MONTH.

16