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United Congregational Church of Southern Africa

SOUTH AFRICA SYNOD

CHURCH

ADMINISTRATION

COMMANDMENTS OF AGOOD OFFICER

1. Be neatly dressed – When you feel good about you appearance you will feel good about what you are doing.

2. Be calm at all times. Keep your cool while a debate becomes heated.

3. Be official at all times. This is the best and shortest way to complete your business.

4. Know your meeting procedures.

5. Know the rules of your organization.

6. Be kind.

7. Be appreciative.

8. Be tactful.

9. Be on time.

10. Be faithful.

11. Be trustworthy.

12. Be accountable.

13. Be aware that you are in the service of Jesus Christ. Be a true Christian.

14. Transparency.

15. Good Listener.

16. Balanced

17. Visionary.

18. Flexible – Compromise.

19. Objective.

Church Administration - 2 -

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? 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.


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.

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!”


1. THE OFFICERS

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.


5. TREASURER

5.1 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:

5.1.1 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.

5.1.2 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.

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

5.1.4 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.

5.1.5 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.

5.1.6 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.

5.1.7 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.

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

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

5.2 ADMINISTRATION OF THE CHURCH FUND

5.2.1 Establishment of the Church Fund

5.2.2 A church shall be established for every church where not Church fund exists.

5.2.3 The congregation shall control the Church fund.


5.2.4 The Minister, or when the post is vacant, the acting Minister of the Church shall be held responsible for the overall accountability of the Church fund as he/she is the Accounting Officer. The treasurer will manage the day-to-day treasury duties in consultation with Minister. Keeping of the Church fund books will be the responsibility of the Treasurer but the accountability will be assigned to the Minster to make sure that those records are kept.

5.3 CONTRIBUTIONS TO THE CHURCH FUNDS

5.3.1 A church fund shall consist of money collected by means of:

a) Bazaars, sales, concerts, other functions and arrangements for the raising funds;

b) Donations and bequests to the Church fund;

c) Contributions by or on behalf of each member.

d) The sale of (garden, handicraft and needlework) products, which the member produces as part of their instructions.

e) Programs for which the requirements are purchase out of the Church fund and contributions by members for special purposes. Provided that the Church has beforehand properly consulted the members regarding the desirability for the collection of such contributions.

f) The majority of the members must support the collection of such contrition’s.

g) Subsidies

h) Any other money raised by the Church.

5.3.2 The amounts of the contributions by Members referred to in sub-guidelines 5.2.2.1. {c} and {e} shall be determined by the Church Council, approved by members at the general meeting after 30 days notice.

5.3.3 If the Church Council wishes to increase, an amount determined it should submit the proposed amount, together with an exposition of the reasons thereof and the purposes for which the additional money will be used, to the members for approval. The Church Council must call a general meeting after 30 days notice for members to approve the amended budget.

5.3.4 Money collected as donations, bequest or trust may be controlled and administered accounting to conditions set by the donors.

6. CASH BOOKThe best kind of cash is one, which has a number of analysis columns on each side (see Example 1 below). If no printed book is available, the columns can be ruled by hand.

6.1.1 Balance of cash in hand

At the beginning of a year, or when a new Treasurer takes over, there will be a balance of cash in hand. This should be carefully counted and entered on the left hand side, showing the date, the word “balance” and the amount.

6.2 Income received

Whenever money is received by a Treasurer, a careful note must immediately be made of the date, the person handing over the money, what it is for, and the amount. This column and


also under the appropriate heading (see Example 1). If possible, a receipt should be given to the person handing over the money. If the treasurer does not have the cashbook available, it is helpful to keep a pocket notebook to write down the details for entering in the cashbook later. If this is not done, the treasurer can easily forget how much was received and what it was for. All church cash should be kept under lock and key to reduce the risk of theft.

6.3 Payments made (or expenditure)

Whenever a payment of cash is made, it is important to make an immediate note of the date, the person to whom the payment is made, what the payment is for and the amount. If a bill is being paid, this should be carefully retained by the treasurer, or the person receiving the payment should give the treasurer a receipt. This can either be done on a printed petty cash slip or handwritten as follows:

PETTY CASH SLIP

The Congregation of ………………………………………………………………………… has

Paid to ……………………………………… the sum of …………………………...…. Rand

For …………………………………………. On ………………………………………… (date)

Received by ………………………………… (signed)

The treasurer must be sure that he is authorized to make such payment. If it is an allowance, he must check the minutes or other records to find out the correct amount. If it is for goods received or for work done, have the goods actually been received, or is it work done satisfactory? There should be very strict rules agreed before personal loans are made, and it is better not to make any loans at all. Such payments should be entered on the right hand side of the cashbook in the total column and also under the appropriate heading (see Example 2).

6.4.1 Regular check of cash balance

In order to check that the cashbook is correct, it is important to check the balance according to the cashbook with the actual cash in hand. The cashbook balance can be calculated by adding up the Income total columns and the Expenditure total column and deducting the expenditure from the Income. The cash in hand should be carefully counted and, if all the entries have been correctly made, the total cash in hand will agree with the back book balance. In the above example the balance at 31st January 1987 will be R285 (700 – 415).

If it does not agree, then the treasurer must find out why. First, he should check his own adding up of the cashbook and of the cash. If the cash in hand is less than the cash book balance, he must check that he has entered all payment in the cash book correctly or try to remember any payments made which he did not record. If the cash in hand is more than the cashbook, he must check that h e has entered all income received.

Another explanation may be that personal money and church money have been mixed up. It is important always to keep these separate. Has a payment of church expenses been made out of the treasurer’s private money by mistake? If so then he may pay himself, back. If


after doing this, he still cannot agree the balance, and if the cash balance is less than the cashbook, it will normally be the treasurer’s responsibility to make good the difference form his own pocket. If he has more cash than the balance in the cashbook, he may make another entry on the left hand (Income) side of the cashbook, marked “Difference” so that it does then agree.

If a large number of entries are made in the cashbook, this check should be carried out every week. Otherwise, a monthly check may be sufficient.

6.4.2 Money paid into the bank

Normally a paying-in book will be used, with one copy of the form handed to the bank and one copy kept in the book. The following information should be recorded:

a) For every cheque banked – the name of the person paying the money what it is for and the amount (see Example 3).

b) For cash banked – the total cash, which is usually divided into different denominations of notes and coins. Surplus cash is normally banked when a treasurer has more than his need for cash payments. It is also safer in a bank. If surplus cash is banked, two entries have to be made in the account book. If R350 is being paid into the bank, the first entry is to show this payment in the cash column on the expenditure side of the account book, marked “banking” as the treasurer no longer has this cash in his own possession (see Examples 3 and 4). The bank income columns will then be completed in the usual way from the details in the paying-in book.

6.5 Cheque payments

A cheque book will be used which normally has a space for recordings details such as the date, the last three digits of the cheque number, the name of the person to who payment is made and what for, and the amount. The bankbook expenditure columns will then be completed in the usual way from the details in the cheque book, and the payments shown in the appropriate analysis column. Similar remarks apply regarding the authority for payments as were mentioned in the cashbook section (see Example 4).

6.6 Other entries appearing on the bank statement

If the bank makes charges for keeping the account, they will enter these on the bank statement and the treasurer must then enter the same figure in the bank column on the expenditure side of the account book.

6.7 Cash drawn from the Bank

Two entries need to be made. First, a cheque is prepared payable to “Cash” so this will be entered normally and any other cheques in the bank Expenditure column only. Then as the treasurer is receiving cash, he must also show this an income-received n the cash total column (see Example 3 and 4).

Cash Book Examples

6.9 Bank Reconciliation

Just as the cash in hand has to be checked with the back book, so the entries in the bank columns of the account book regularly have to be checked with the bank statement. It is advisable to ask the bank to send you a bank statement every month.

a) First, calculate the balance in the bank by adding up the bank income and bank expenditure columns and deducting the expenditure from the income.


b) Then tick each banking item in the account book with the same total on the bank statement.

c) Then tick each cheque payment in the account book with the same item on the bank statement. The last three cheque digits will normally be shown on the bank statement.

d) If there are any un-ticked items on the bank statement you should find out the details and ensure that they are entered in the cash book according to whether it is income or expenditure. This will then after the bank balance in the cashbook.

e) Then prepare a reconciliation of the bank statement with the account book as follows:

Example

Balance according to bank statement 2139.50Add banking shown in bank book but not yet shown on bank statement (unticked) 211.75

2351.25Less cheques shown in bank book but not yet shown on bank statement (unticked)Cheque No 335 50.00Cheque No 346 75.00 125.00

Balance per bank book 2226.25

It this still does not agree, and then it is likely that there are other unticked items in the bankbook, which must be entered on the reconciliation, or that there is a mistake in the adding up of the bankbook.

INCOME

Date Received From whom Cash Total Rents Sustentation Other income1987Jan 1 15 22 31

Balance from previous yearConsistory A assessmentRent from LandConsistory B assessment

250.00150.00100.00200.00

100.00150.00

200.00

250.00

Sub total 700.00 100.00 350.00 250.00

Example 1Cash book – Income

EXPENDITURE

Date Paid to whom Cheque No.

Cash Total

Church Workers

allowances

Minister’s accom.

Stipend Travel and

transport

Other expenses

1987Jan 5 15 22 31

Rev A B hospitalityElectrical Rev CDTravel cost Mr. EFPresbytery assessment Evangelist G allowance

20.00 35.00 10.00300.0050.00

20.00

50.00

35.00

300.0010.00

415.00 70.00 35.00 300.00 10.00

Example 2Cash Book – Expenditure


7. End of year procedureIf an analyzed cashbook has been kept as suggested, then all analysis columns should be added up for income and expenditure.

It is advisable to ensure as far as possible that all income which should be collected and all payments due are received or paid just before the end of the year. A summary can then be prepared as follows:

Receipts and payment for the year to ……………………………

Income received

Assessments received from congregations (or offertories received)(Details could be listed on a separate sheet)Rents from properties received _____________________________

Less payments madeAllowanceAssessment paid to Consistory (or Presbytery)Travel expensesAccommodation of ministers (electricity, water, rates, phone)Vehicle expensesChurch building maintenance costs _____________________________

Surplus of income received over payment made(or of payments over income received)

Add balance at the beginning of the year _____________________________

Balance at the end of the year _____________________________

8. Checking of Registers and Assets8.1 The Church Council may authorize the Minister or any member of such body to call upon the

treasurer at all reasonable time and without prior notice, to produce the books of account, registers, receipt books, cash on hand and any other statements or documents in respect of the church fund to the Congregation to examine.

8.2 In event of the examination any irregularity, incorrect entries other arithmetical or accounting errors are found. The Chairman of the Finance Committee or member appointed by the Church Committee shall forward the information to the member’s to take necessary steps.

8.3 If the Chairman of the Finance Committee or member appointed by the Committee finds out that the books, registers and other statements or documents in respect of a Church are correct he shall certify that the books, registers, vouchers and other documents by putting his/her signature and date on the documents concerned.

8.4 The Chairman of the Finance Committee, or member appointed by the Committee, shall have access to all books, registers vouchers, documents, cash stamps, shares or stores in connection with a school fund and the accounts.

8.5 Whatever it appears to a Church Council that any loss of, or deficiency in assets or stores, which can result in criminal offence. The Chairman of the Church Council shall immediately report the matter together with such particulars, as are available, to the South African Police Services and Regional Office.


8.6 The region reserves the right to investigate the church books at any time and the church should be able to give all documents to the officials on demand.

8.7 If the financial books are not properly accounted for, the region can appoint an investigation team and suspend the treasury until the case has been dealt with.

8.8 The Accounting Officer shall take charge of all material and equipment purchased out to the school funds, acquired by way of subsidy, or by means of donations entrusted to the school fund. This should be recorded in the stores register of the school.

9. Disposal of Church Asset(s)9.1 In case of any disposal of Church assets, the church has to notify the Regional Office concerned.

9.2 Proper documentation should be prepared by issuing church.

10. Preparation of the Budget10.1 Annual Budget of member churches

10.1.1 A Church Council of a church must prepare an annual budget that must be submitted to the Regional Office for evaluation.

10.1.2 A format will be as follows:

10.1.3 The region reserves the right to ask the school to prepare the Budget in a different format in accordance with sub-regulation 3.1.2.

10.1.4 The Budget will be evaluated based on churches needs.

10.1.5 The Budget must explain the personnel expenditure by the church.

10.1.6 The major key indicator for Church budget evaluation shall be the sustentation levied. How was the fees arrived at, what are the things that caused the church to increase or decrease the amount of fees levied.

10.2 Monitoring and Budgetary Control

10.2.1 The Treasurer shall, on a date to be determined by the Church Council present the income and expenditure with notes.

10.2.2 The Church Council must take reasonable steps to manage all resources in order to make sure that the church does overspend or lose newly acquired assets.

10.2.3 A report on the income and expenditure for the preceding financial year shall be submitted annually, during August, by the treasurer to a properly constituted meeting of the Council for the later to be approved by the Church Council. The information may thereafter be disclosed to the members at a meeting of members.

11. ANNUAL FINANCIAL STATEMENTS11 Annual Financial Statements

11.1 As soon as practicable, but later than three months after the end of each financial year, draw up annual financial statements in accordance with the generally accepted accounting practice and submit the statement to the region.


11.2 The annual statement will include the Chairman’s report, Minister’s report, income statement, Balance Sheet, the Cash flow statement, and the Audit opinion.

11.3 No Church will receive a Subsidy if the annual statement of the previous year is outstanding.

12. AUDITING OF MEMBER CHURCHES12.1 Auditing of Church books

12.2 A Church Council / Finance Committee shall appoint and remunerate an independent qualified Accountant who is not a member of the staff or of the Church Council concerned, for such purpose of Auditing. If the congregation concerned does not have sufficient funds, they can appoint a qualified Accounting Officer in terms of Section 60 of the Close Corporation Act 1994 (Act No 69 of 1984).

12.3 A person who have financial interested in the affairs of the Church may be appointed under this section.

12.4 If the Member of the Church deems it necessary, he or she may request the Secretary of Region to undertake an audit of the records and financial statements of the Church.

12.5 A congregation must submit, within six months after the end of each financial year, a copy of the Financial Statements, audited or examined in terms of this section to the Head of the Region.

12.6 The member of the Church Council must declare their interest in financial matters that affects them.


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: [email protected] 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"


mailto:[email protected]

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.


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