CONTACT ADDRESSES: The Registrar 2860 E. 5th Avenue, Columbus Ohio 43219

2. CONTACT ADDRESSES: The Registrar 2860 E. 5th Avenue, Columbus Ohio 43219 Tel: 614 353 5028; Fax 614 252 7076 Email: registrar@redeemersleadershipinstitute.org Web: www.rlit.org

3. Welcome To Redeemer’s Leadership Institute (RLI) Training Program You are here to learn to live.

4. STIAN OF CHURCH OF GOD NA; established to create an educational environment for developing leaders of influence and global RLI is an organization of THE REDEEMED CHRISTIAN OF CHURCH OF GOD NA; established to create an educational environment for developing leaders of influence and global impact for the 21st century. 1st century.

5. Lecture Outline • Round Table – Introductions • About RLI • Objectives • Lecture Topics • Lunch Break • Conclusion • Presentations • Certificate of completion • Course evaluation form

6. ABOUT RLI RLI was the vision of Pastor James Fadele, RCCGNA Chairman, Board of Coordinators Need: to develop effective spiritual leaders in RCCGNA Qualities: Integrity & excellent spirit within the context of North America RLI was incorporated in 2007 & started operation in 2008

7. ABOUT RLI • Training provided to 380 in 2008; 2678 in 2009; 2054 in 2010. • RLI plans to extend its services beyond the shores of RCCGNA in the nearest future. • RLI has 9 Board Members: • Pastor James Fadele, Chairman/Board of Co0rdinators, RCCGNA • Pastor Tola Odutola, RLI Chairman/Coordinator

8. ABOUT RLI • Pastor Nosayaba Evbuomwan (Ph.D) • Pastor Abiodun Bada (Ph.D) • Pastor Wale Akinosun • Pastor Nimi Wariboko (Ph.D) • Pastor Enefaa Korubo • Pastor Bola Idowu (Ph.D) • Pastor Bimpe Ishola - Registrar

9. RLI APPROVED COURSES • Leadership, Motivation and Team Building • Church Financial Planning, Management & Control • Personal Financial Planning, Management & Control. • Effective Church Administration

10. RLI APPROVED COURSES: • Ministerial Ethics & Responsibilities • Leadership & Authority in the Church • Strategic Leadership- A Systems Thinking Approach • Servanthood Leadership & Discipleship

11. RLI APPROVED COURSES • The primary purpose of RLI is to develop credible Christian leaders capable of taking the church forward in the 21st century. • Our focus is leadership development.

12. OUR FOCUS . . . OUR PURPOSE • The primary purpose of RLI is to develop credible Christian leaders capable of taking the church forward in the 21st century. • Our focus is leadership development.

13. LEADERSHIP ISSUES. . . • What does “leadership” mean to you? • Leadership Assessment/dearth: • Where have all the leaders gone? • Leadership Development Process: • Recruitment • Exploration • Assessment

14. LEADERSHIP ISSUES. . . • Sustain the process by developing new and current leaders through 4 training types: • Learner-Driven • Content-Driven • Mentor-Driven • Experience-Driven

15. WHO IS A LEADER? Some leadership quotes: • “If the blind lead the blind, both shall fall in the ditch.”- Jesus Christ. • “Control is not leadership; management is not leadership; leadership is leadership. If you seek to lead, invest at least 50% of your time in leading yourself – your own purpose, ethics, principles, motivation, conduct. Invest at least 20% leading those with authority over you and 15% your peers.”- Dee Hock, Founder - Visa

16. CHRISTIAN LEADERSHIP. . . • “A Christian leader is defined as a servant who uses his or her credibility and capabilitiesto influence people in a particular context to pursue God given direction” (Malphurs, A., 2003)

17. LEADERSHIP ISSUES. . . • What does “leadership” mean to you? • Leadership Assessment/dearth: • Where have all the leaders gone? • Leadership Development Process: • Recruitment • Exploration • Assessment

18. Effective Church Administration Pastor Bimpe Ishola RLI Registrar RLI Training Held @ RCCG Restoration Parish, TX6, Houston March 12, 2011.

19. Course Objectives • Setting Up a church • Legal & Regulatory Framework • Church Planting guidelines • Role Of Administration • Fundamental Management Principles • Administrative Structures • Church Office Personnel • Role of Administration • Behavioral Interviewing • Policy Guidelines • Formation & Execution • The Parish Budget • Controls framework • Statutory Controls • Internal Controls

20. Why we are here: • Learn from each others’ experiences • Don’t re-invent the wheel • Understand ‘what’ needs to done • Ignorance is expensive • Provide feedback to RCCG Leadership • Updates to procedures • Course is recommended for all leaders • Will become required for new Parish Pastors Have FUN

21. Setting Up the Church • Parade or Pilgrimage • Long line of people • In formation vs. clusters • Same speed vs. varying paces • Equal size units vs. varying bands • RCCG Church Planting Manual • Our reference • The Role of Administration • The first administrators • Acts 6: 1-8

22. Legal & Regulatory Framework Parish Name & Trustees registered with Secretary of State Register Constitution & Bye-Laws Tax Exempt Approval (S501-C3) Location of Church 10 minutes Drive from other parishes Standard Equipment for Ministry Keyboards, Speakers, Podium, Microphone, Audio Recorder

23. Legal & Regulatory Framework Standard Office Equipment Computer & Peripherals Software: PowerChurch, Microsoft Office Tools Internet Access & Dedicated Phone Lines Preprinted Stationery Stock Patented RCCG logo must be used on ALL communication Guidelines Function as “fellowship” for 3 months Meets at least Weekly Location should be warm & conducive

24. The Role of Administration Fundamental Management Principles Planning Determine present status of the church Set objectives for the church Forecast future as much as possible (Cast the vision) Evaluate proposed actions Revise plans, as required Communicate throughout the process Controlling Establish standards Review & compare results Correct issues & adjust problems Make Adjustments to “stay the course”

25. The Role of Administration Fundamental Management Principles Organizing Identify work/tasks to be performed Group duties into job functions & assign Establish responsibility & accountability Assign extent of authority Staffing Determine Human Resource needs Select Employees Train employees Control number and quality of staff Communicate throughout staffing process

26. The Role of Administration Fundamental Management Principles Focus Organizations tend to focus on survival & service to members rather than non-members Organizations redefine purpose in terms of institutional maintenance & survival Highly visible, tangible, measurable & definable goals keeps focus away from self-serving focus Primary focus on pushing ‘programs’ rather than meeting peoples needs will lead to challenges

27. Administrative Structures Church Office Personnel (COP) Right people are critical for success Key Personnel roles Parish Pastor Church Administrator Accountant Can be volunteers in the early days Review Hiring Skills Inventory The Interview Process Behavioral Interviews

28. Administrative Structures Key Personnel The Pastor RCCG Church Planting Manual Pastor is administrative head Legal status must be verified Administrative & organizational skills Allowances/salaries recommended, each parish to determine quantum Coach, Mentor & Reward staff

29. Administrative Structures Key Personnel The Administrator “Jack of All Trades” – Master of All Often times an Ordained Minister Extremely Versatile Works with minimal supervision Handle ambiguity and conflicting directions The Accountant Reports to the Pastor Responsible for Financial Management Accountable to Board of Trustee Statement of Financial Accounting Standards (SFAS 116) Fund Accounting

30. The Role of Administration Hiring Skills Inventory Define type of person that fits church Culture of the church Tasks to be performed Define clear employee policies How is selection performed? No favors Selection rules must be clear Is everyone informed Few people should select and screen applicants Fact of search should be made public

31. The Role of Administration Hiring Skills Inventory Sources of applicants Understand sources of applicants Adverts Church, Newspapers, other churches Word of mouth Versatility of Candidates End up with more tasks than defined jobs Hire with emphasis on multi-tasking Willing to retrain Hire for the future

32. The Role of Administration Behavioral Interview evaluation Interviewing method that allows candidates to talk about experiences from their past and describe how they dealt with them When conducted well, they seem more like a free flowing conversation When not conducted well, they can feel like an interrogation

33. The Role of Administration The Employee Process Keep proper file for employee on Payroll Employee file to contain Job Description, Application Form, Employment Authorization Detailed background check on all employees Detailed reference check on people working in Children & youth departments Conflict resolution process be defined

34. Policy Guidelines Formation and Execution Guideline statements designed to assist decision makers Guides actions of people within the organization “Fly by seat of pants” Directs outsiders to anticipate how the church will respond to situations Tends to produce consistent, coherent and compatible decisions Beware of exceptions

35. Policy formation (Cont’d) Permits delegation of responsibility for many minor decisions Reduces chances of the “Boss Rule” Certain individuals can “flood the debate floor” Don’t vote on decisions Some critical policies include; Method of assimilating new comers Expenditure policies Rotating leaders out of office Others; Discuss Policy Guidelines

36. The Parish Budget A good place to begin A Theological document Identifies the ‘gods’ in the house A statement of purpose A plan that ranks priorities Specifies goals & price tags A diagram of expectations Future oriented document What portion finances current programs What portion increases future capability Communication network Garbage in, Garbage out (GIGO)

37. The Parish Budget Basis of evaluation against key values An administrative instrument Eliminates indefinite procrastination Creates deadlines Basis for accountability Precedent for future decisions Budget techniques Zero based Percentage distribution Question of Accountability Intent vs. Action Honesty vs. responsibility

38. Statutory Controls Framework Did Board of Trustees sign & file conflicts of interest agreement Have church activities been directed solely to charitable purposes Not Private or Individual Interests No substantial lobbying activities No participation in political campaign activities Is Board of Trustees (BOT) controlled and dominated by the Pastor Is Pastor’s remuneration determined by independent BOT

39. Statutory Controls Framework How often does the Board of Trustees meet? Are State Returns filed promptly? Withholding, reporting & remitting taxes from guest Ministers

40. Internal Controls Framework Cash Receipts Policy How cash is handled Check Exchanges Unrelated Persons responsible Periodic Statement to members (Qrtly) Cash Journal maintained Disbursements Checks except petty expenditure Clear approval policy Checks paid to “Named Persons” No “Cash” checks Original Invoices & Duplicate Payments

41. Internal Controls Framework Check Signing Signing “Blank Checks” prohibited Not a matter of “Trust” Signature Stamps & Printed Signatures More than One signature for any check Supporting documents accompany checks presented for signature Bank Account Reconciliation Primary tool to assure proper records Performed by person not involved in Cash Receipts or Disbursements

42. Internal Controls Framework Bank Account Reconciliation Compare dates & amounts of deposits on Statement with Cash Journal Review checks outstanding over 90days Petty Cash Only one person responsible Adequate review before replenishment Cashing of checks prohibited Loans to employees prohibited Protected from theft or misplacement

43. Internal Controls Framework Computer Systems Current or duplicate copies of operating system maintained off site Are files backed up periodically Access to computer programs restricted to authorized persons Adequate documentation available in the church for computer programs Printed copies of journals and other computerized records

44. APPENDIX

45. Behavioral Interviewing Overview

46. What is a Behavioral Interview? • Interviewing method that allows candidates to talk about experiences from their past and describe how they dealt with them • When conducted well, they seem more like a free flowing conversation • When not conducted well, they can feel like an interrogation

47. Why Use Behavioral Interviews? • Past performance is the single best predictor of future performance • Companies look at what attributes / competencies make their employees successful and then look for those same attributes in new candidates that they interview

48. Benefits of Behavioral Interviewing • Provides objective criteria for assessing candidates • Allows collection of specific details about a candidate’s work and school experiences • Focuses the interview • Reveals thought processes • Shows patterns and tendencies • Forces the candidate to provide more than vague or “canned” answers

49. Good Interviewers Will… • Take Copious Notes • Need to remember the specific examples and remember candidates at the end of the day • RMD’s and others review your notes before making hiring decisions • Give yourself time at the end of each interview to summarize notes before next candidate arrives • Interrupt • You only have a few minutes with candidates • Make sure that you get the information you need in order to make an informed hiring recommendation • Ask Probing Questions • We want specific details around a specific example or event • What was the individual’s role?

50. Sample Interview Question • “Old School” Traditional Style: “Tell me how you feel you are qualified for the job…” • “New School” Behavioral Style: “Tell me about a difficult decision you had to make. Walk me through your thinking…”