 Okay, good morning, everyone. Welcome to the course BC310, Judge Administration. I see all your notes on the chart. Good morning, everybody. And it's getting cool in Mumbai as well. Yeah, it's getting cool here in Bangalore. And cool in Mumbai. Okay, let's take a moment to pray and then we will start. Anybody could lead us in prayer, please. Go ahead, Arashan. Thank you. Dear God, thank you so much for your loving kindness and for this day and breath in our lungs. And thank you, Lord, for everything that you're about to do, Lord, that as we're about to learn the public of Siamese, Lord, that we may understand and grasp the truths that you have spoken, Lord, that we may grow in wisdom and knowledge. And I pray that you pour out your spirit and pass out your gestures, teaching, Lord, that we may... Lord, if you've given the words to explain whatever we have, Lord, and clear our doubts, God, thank you, Lord, for everything and bless each one of them. And as that today will be a blessed day, you need me to pray. Amen. Amen. Thank you. Good morning, everyone, once again. So we have been talking... spending some time on culture, organizational culture, and also kind of extending it to church culture. Now, I know that at the end of the last class, we kind of paused. There were a couple of questions. I think there was one question from Abraham, which we needed once, but I'm not seeing Abraham in the class yet. Thank you for joining us. So, yeah, we'll just wait on that question until he comes in. Are there some comments? We will go forward. Oh, there's Abraham. Just joined. Okay. All right. So, the... just quickly review what we covered, and then I'll pick up Abraham's question. So, we were talking about culture. We've been on it a little bit. Hopefully, I've finished it this hour and move on to two other topics today, here to talk about finance, managing finance, and then talk a little bit, a short note on legal side of the administration. So hopefully, we'll cover those things today. So, we've been talking about culture, the importance of culture. We spend a lot of time talking about what shapes the culture within the organization, and then, of course, it extends into the congregation in the church setting, or into the whole group of volunteers and others who are serving in the Christian ministry. I shared about co-values at APC and the importance of writing it down, then from top down in everything we do, we show or we demonstrate that this is how we do work, and we have to constantly keep reminding people, constantly keep doing it, then people will begin to themselves model it in all levels across the organization. So, that's where we stopped, and then there are a lot of questions. We will just quickly answer Abraham's question that he had, Abraham had mentioned towards the end of last class. So, Abraham's question was, how do we bridge the divide between ages? There are elders like youth and so on, and how do we keep everybody together? Like we said, unity is one of our important co-values. That means we want everybody, regardless of age, regardless of cultural background, language background, whatever. If you're part of this community, then we want everybody to be in unison, keep people together. So, Abraham, that was a challenge that we also faced, and I think it's something that we always look out for, which is that we don't want people, the older to feel separate from the younger, the youth. So, it became a big noticeable divide in our church congregation. I think this was around 2010, 11, 10 years into our journey somewhere around that time, or maybe even before, but we began to address it at that time. So, we kind of noticed it a little earlier, saying it seemed like there were two churches in one church, or two congregations in one church. There were the older people, and then there were youth, and they were just separate. They never really mingled, and that was a big problem. We definitely did not want that kind of thing happening in the congregation. So, what we started doing, I think, like I said, from 2010, thereabouts, and I forget the exact year, what we started doing, we started intentionally, we started intentionally doing things that would bring people together of all ages. So, we said we will have what is called as Family Sundays, and we had it, like I think about three times a year, and in these Family Sundays, it would happen on a Sunday after service, there would be lunch of course, and then there would be activities where everybody would, we would request people to stay back and do activities together, like games and things like that, where everybody would play together. And it was done intentionally because we wanted older people, younger people, just to get to know each other, to connect with each other and so on. So, that's one thing we started, intensely building bridges. Then in other areas of ministry, we again started bringing people together of across ages. So, when we went on mission trips, we would have mission teams, which would have, of course, once a year there was an exclusive youth mission trip, which was all the youth, but on other mission trips, we would mix the people, have older people and younger people go together on mission trips and serve together. So, we started doing that as well. So, intentionally, these are two main things that I can think of right now, the Family Sundays and this, and then also engaging people of all ages in activities every Sunday in church, like example where older people, they don't need to do very hard work, example like ushering, creating, book table. In these areas, you could have older people, younger people, youth working together and they can do it together. Some more heavy things, like sound and set up way to carry heavy things, and of course, it's mainly youth who are doing it. But in other areas where older elders and younger people can do things together, so on Sundays we would intentionally mix people, so they'll all work together. So that way, it really helped bring closeness and to prevent this divide. Because, of course, younger people can learn from the experience and the knowledge of the older people and the older ones can be supported by the strength and the energy of the youth. So both stand to benefit when they are doing things together. So that's how we try to address it and it's ongoing. It's not like you do it one year and then you stop. No, we have to keep on, continue like that. And we're trying to do that now as well, try to continue like that, where to do things where people come together and intentionally working together. So they begin to appreciate, understand each other. I hope that helps, Ebra. Alright. Yes, thank you so much. You're welcome. So let's move forward in our lesson on culture and just try to finish that. So within the organization, we need to understand what is healthy culture, working inside the organization and what is toxic culture. That means bad. This is unhealthy. It is not good. It can harm people. It can hurt people. And of course, it will usually end up destroying the organization itself if it is not corrected. And we must be clear in our minds about the difference between a healthy workplace, a healthy organizational culture and a toxic culture, and even in the Christian context. And if you've been reading some of the articles coming out on Christianity today, and I don't think this is just new, but it's becoming more visible. You will see articles on churches or Christian ministries, individuals, really, they actually tolerated some amount or sometimes to a bad degree, toxic culture in Christian churches, Christian organizations, and people were hurt, but then nobody said anything because who's supposed to, who's going to question a spiritual leader or spiritual leadership? People just keep quiet and they tolerate it, but people are getting hurt. Now, people are beginning to speak up and say, look, that should not be happening. So this table is just a little contrast here just so that we understand this is good, this is not good, and we should avoid this. So look at the healthy culture and toxic. A healthy culture among the leaders and among the staff people are working should be consultative, meaning let's discuss, rather than dictatorial, saying do what I say. It's encouraging and supportive rather than abusive, empowering, suppressive, suffocating. People feel, you know, I'm just being controlled. I'm like a puppet. Teamwork is encouraged in a toxic culture. There's unhealthy competition between people or between teams or between leaders. Conversation, communication is simple, direct, straightforward. In a toxic culture, it's manipulative. There's a sense of freedom in a healthy culture. There's a sense of being controlled. There's a sense that the leadership is transparent, honest, telling us what we need to, telling us the things as they are, things that we need to know. In a toxic culture, everything is secretive. Nobody knows what's going on other than maybe the leader and a few people in the leadership. In a healthy culture, the shared success, it means we, you know, the wins are shared. It's not like, oh, the leader gets all the glory. But in a toxic culture, it's a celebrity culture where the leader or the leadership is consistent superstars and I am the brand, you know? In other words, it's almost like everything exists because of me and, you know, that's kind of a toxic situation. In a healthy culture, there's celebration of togetherness. We did it together. It's about all of us. We did it together. In a toxic culture, it's all because of me. In a healthy culture, there's fairness. Everyone is rewarded based on, you know, on the same criteria, based on performance, there's no partiality, so on. In a toxic culture, people feel entitled. You know, it's my right. I deserve this. I need more than the other person, et cetera. You know, there's that entitlement. Among the leadership, there is accountability. I'm not accountable to others. In a toxic culture, it's autocratic. No accountability. I don't answer to anybody. In a healthy culture, we celebrate each other's strengths. In a toxic culture, you know, there's a sense of I'm better than you. I know more than you. You have to listen to me. And that's something we have to guard against. There is walking in mutual submission. There are leaders, but leaders also submit to one another and are walking in humility. They follow the same rules. In a toxic culture, the leader or the leadership say, you know, I or we are above the rules. Everybody else follows. We are not. The rules don't apply to us. So when you see things like this, here on the right-hand side, then it's an indicator that the leadership is toxic. You know, so the problem is with the leadership. And of course, it'll all get into the organization. And it will hurt people. So this has to be addressed among people, among the staff, if you want to compare in a healthy organizational culture, you know, people don't have the mindset. I give my best. I'm passionate about my work. I hear this. Oh, I must do a job. You know, people are looking at excellence. I must do outstanding work there in a toxic culture. It's like, man, I just need to be here nine to five. That's it. You know, and then even among the staff, there's the sense of we must succeed and we must help each other to succeed in a toxic culture. It's like, I do my job. I don't care about what others do. That's it. So again, these are all symptoms, the signs that things are not good among the people who are in the organization. Right. So as leaders, as people working, we need to keep them, you know, be alert. Hey, if I see this kind of thing, I need to deal with it. Now, if you want to put it here, you know, in terms of contrasting words, you can see, you know, there's a, and it's kind of what I would be shared in the table as well. And so there's a top down dictatorial approach versus part of spiritive, rigid versus flight, flexible, relaxed, cold versus caring, disjointed versus integrated. There's number focus versus quality focused, hierarchical versus being flat, micromanaged versus being autonomous, reactive versus being proactive, secretive versus being honest, relationship versus saving versus telling the truth. That's the truth is important. Indifferent versus letting people be curious, trust creating versus trust strength. So you can just contrast, you know, different elements and contrasting elements in an organizational culture. So what we must do, and again, just giving a very quick overview here, is how do we move organizations from being good to great? Now, this is general management stuff. It's not, you know, not necessarily biblical, but general management, you know, it's good to know how do we move if an organization is good? How can I become great? How can I be excellent, you know? And Jim Collins was, you know, you know, many would say leadership or a management guru in the secular world. He's written the book Go To Great and there's just a quick outline from that. You encourage curiosity. I mean, let people be curious. Let them ask questions. Let them explore new things. Sorry. So then it's creating an environment where people can, you know, be free to be creative, come out with new things, try things that are different rather than just following a set pattern. We are rigorous, but not ruthless. That means, yeah, we put in a lot of effort. We want to be good, excellent, precise, so on. So there is rigor in our work, but not being, you know, ruthless where we don't care about the people. In an organization that's great, there's a culture of discipline. People are disciplined. They think in a disciplined manner. They act in a disciplined manner, you know. So that means they're staying aligned. They're staying focused. While there is room for being curious, there's also this whole thing of discipline. It's not wasteful. It's not random. It's not purposeless. There is purpose and discipline in everything that's being done. Leadership walks in humility. People are determined. They're not slack. They're not, you know, just doing things. For the sake of doing, they're working with determination, pushing past challenges and obstacles. You have the right people and the right jobs. People have unwavering faith in what can be done as an organization. They are honest about facts and reality. I mean, you're not living in denial. You say, look, this is where things are and this is where we need to go. They are willing to pull themselves up in areas where they are slacking, lacking address matters that need to be addressed. They are willing to use technology to help in the whole process. They have well-defined core values that they adhere to. They understand differentiating competencies. That is what we are good at doing and then trying to do everything. This is what we are good at doing. Let's do that. And they understand the economic drivers, the monetary side, things that are, again, important, focused passion, goal-based goals that are based on understanding rather than just, you know, that look great. No, the goals are realistic. The executive decisions, leadership decisions are based on dialogue and they're open to, you know, looking at things and reviewing things critically and revising and making corrections. So these are some things, and this is from a general business point of view, but these are things we can take and say, hey, for us to be a great organization, these are things that we must try and, you know, inculcate in our culture as an organization and see if we can have them at work, right? So let me pause here and see if there are any thoughts. We're going to next talk about, you know, how do you evaluate the culture, how do you assess it? And let me see if there are any questions. Any questions so far? Healthy culture versus a toxic organizational culture. You see, the problem or the, let me say, the problem in Christian churches and ministries is we just assume that everything is going to be good, kingdom culture. But the fact is people are working together. Of course, we're all godly people in the sense we all love God, but that doesn't mean that the culture automatically becomes kingdom culture. We, in fact, the opposite is true, that in many churches or Christian organizations, the culture has become very toxic simply because we have certain ideas like you cannot question the spiritual leader, they won't ask any questions. The way things are, the way it should be, we can't make it better and so on and so forth, or don't, you know, don't discuss things, don't question what's happening, don't point out faults, all those kinds of wrong notions we carry when we work in a Christian organization. And those are the very things that prevent us from creating a healthy culture. Rather, we are in a Christian organization, we live by godly values, but we must be open to asking questions. We must be open to saying something is wrong, let's correct it. We must be open to saying, you know, if the leader is not doing what is right, hey, you need to address it. It has to be addressed, you can't just keep quiet. It all, of course, has to be done in a proper way, but these are things, if we start doing inside the church organization or the Christian organization, you know, we can have a good healthy culture and that's what I want to challenge us with. Okay. All right. Say, go ahead, please. Thank you, Pastor. I just wanted to make a comment and observation. I think one of the reasons why we've had many, you know, church organizations having a very dogmatic way approach to things such that members can't question when they are concerned. I think it's sometimes the insecurity as leaders, what we face. And then on the other hand is that they haven't cultured or taught the members on how to give feedback in such a way that it doesn't cost any commotion or division. So I think that's another area. I think how we can, you know, help our members open up in such a way that it's not going to cost division, rather going to strengthen our convictions and if possible also change some things to align with scripture. I think that's one area. And then leaders then dealing with the insecurities of themselves because they feel that if something changes, it looks like they're giving power to the church and the leader is no longer in control. So dealing with such insecurity early helps, you know, when we come face to face with confrontations or not necessarily confrontations, maybe basically concerns from members when they point out stuff that don't really, really align or maybe they're confused or they don't think it aligns with scriptures. I just stop with that comment and observation. Thank you, Pastor. Yep, very good, very good. So both those insights are very true, right? One is from the leadership side. The leadership should feel secure in letting and receiving feedback and welcoming feedback and encouraging feedback and not like overreacting when they are questioned or an idea that they have is challenged. And so then people feel okay. Yeah, it's okay to ask, point out some problem, whatever it's okay. And secondly, I think as leaders, we need to know that the more we empower people, the greater their sense of belonging to everything that's happening. And so even we as leaders have to have a mindset change dealing with our insecurity and dealing with our openness for feedback. And then you had the second point which is very valid is to create a very of means by which people can give feedback without being afraid in a very healthy constructive way, right? So some of the things that we and I'm not sure if I even put it in the notes. I think I'm going to add it to the notes because of your comments. Some of the ways we practice this or we've tried to practice it. This one is we have an email ID. It's very simple. It's called feedback at epcw.org. And every Sunday it comes up on the screen where we in our announcements in all our locations and we're telling people, hey, you know, we welcome your feedback, send it to this. So very simple. And anybody wants to give feedback about anything in church, they're welcome to send it. Now, sometimes it is very harsh and some feedback and some feedback is, you know, a very objective. There's something they've observed and, you know, we so regardless of what the feedback is, we don't retaliate. You know, we give it the merit to deserves. And then and it's usually me answering back writing back to that unless it's something very specific, say to worship or some other area of ministry, then the leader in that area will respond to that. But we've tried to always be, you know, respond very politely and accept what they're saying. And then then for ideas that we can implement, we've shown that we will take those ideas and do it, you know. So then people have that sense of, yeah, I can, I can talk, I can share and so on. And then the other thing also is more event based, meaning when we have workshops, seminars, usually at the end of it, we give a piece of paper and say, hey, this is completely anonymous. Just tell us what you think and give us ideas. So when we usually when we have a conference, write a blank piece of paper with just two questions. So what did you like about this and what can we do better. So people, anyone can write anything, give it back to us and we review it and then we get ideas from it, we correct ourselves. Yeah, so both these things are things we have been practicing over several years now and I'm not saying it's, you know, fully changed the mindset of people, but it's let people know that they can express, you know, and then the other, I think the last thing I would say is in personal interactions. Whenever we interact with people personally, we listen to what they have to say. We try to do that and say, hey, please tell us because only then we can improve. So I think overall just practicing these three things over time helps to some degree in letting the people feel comfortable, you know, giving feedback. So yeah, both your points are very, very valid. Thanks for sharing. Anyone else? Anyone else? Yeah, anything too. Okay. So let's go forward now. The next thing in relation to culture, I'm moving a little fast because we have only 12 weeks of classes and I need to cover a lot of ground. I mean, we can talk on each of these topics for a long time. I mean, all these topics are exciting and very important. But we just have to move fast and because there's a lot of other things I want to finish. So how can we evaluate the culture of the organization? So we said, you know, look, there's healthy, there's toxic. How can you keep an eye on it? Keep a pulse on it? So we can do general assessment. You know, just talk to people or you can do it in a written assessment, you know, and ask these kinds of questions. These are the sample questions, you know, that we can use to just evaluate ourselves. You know, what stories, experiences do people remember about the organization? So generally when you talk to people, hey, what do you really like about? What do you remember? What are your experience? What is your experience here? You listen to that. What do you think about the leadership? See, like we said, leadership is very important in creating that culture. So we start there. You know, what do you think about leadership? What are the outstanding traits? So what do you say about that? And then you see, listen to what they're saying, you know, if they're saying, well, he's very strong. He's very powerful. He's very commanding or he or she, whatever, you know, then you know that something is not right. And that's not the kind of thing you want to hear all the time. What are the practices? What are people excited about within the organization? How do people behave? You know, just how do people relate to each other? Is this the openness? Are they friendly? Are they supportive? Are they sharing? Is there a sense of team spirit? Are people sacrificial? Are they fearless? Are they open to give feedback to each other? So these are all good things. The opposite of these will indicate an unhealthy toxic culture. How do people who are in the organization, how do they feel about the organization? Are they happy? Are they excited? Do they, you know, do they feel good? Or do they feel like, man, this is tough, you know, suffocated, you know, whatever, the negative things. So just asking people about that. Are people in but looking at outward focused? Are they thinking more about themselves and their job? Or they look like, hey, I enjoy it. I want to help everybody else here. You know, we have a team. Their success is my success. If they win, I win. They're outward focused. Are people, do the people feel the freedom, you know, to take risks, be entrepreneurial, be innovative? Or they just are very, very cautious. They feel like, oh, if I do make a mistake, that would be the end of my, you know, life here. So what do they do? And the organizational structure itself. Is it hierarchical with a lot of control or is it flattened free? So simple questions that we can use to evaluate and say, okay, this is where we are. These are then, you know, of course we can make changes based on that. So I think I missed something. Your kingdom culture. One minute. I was supposed to talk about. Okay. All right. I page 40. Sorry. I didn't convert my notes properly. I missed two pages. So I'm going to share this and then I will upload it. After class today. Let me just share my word document. So sorry, my mistake. I didn't, I didn't save these two pages as a PDF as part of the PDF. So I missed it. So last one is we can use a questionnaire like this. You know, and tell people to give feedback, anonymous feedback to evaluate the culture of the organization. So in case any of you are working in an organization and you want to do an assessment of the organizational culture. One is, you know, you could ask all the questions that we did in earlier or you could create a questionnaire like this and tell people to, you know, rate it. So various on various areas. How do you rate the organization? And you can see if, you know, where is the organization and is it, you know, in many of these areas. And of course you could add to this. This is a sample that I found. I thought it was nice and useful. The last thing I want to cover here in the, in the, in the document organization culture years. That ultimately, for us, because we're a Christian organization, our goal is to nurture kingdom culture. You know, all this while we're talking about general, general things which could apply to, you know, even a secular organization or a professional organization. But in the, in our Christian organization, our goal is to nurture kingdom culture. So, so then we need to define what is kingdom culture and then how do we nurture it and how do we protect it. So that's what I want to do in this last page here. So when we talk about kingdom culture, and I'm sure all of us know this and just put it down as a list, you know, how, how is kingdom culture expressed. There is compassion, love. There's faith and courage. There is humility, servanthood. There is sacrifice. There is generosity. There is hard work. And, you know, we can give chapter and verse for all of these. There's perseverance and endurance. There is pioneering, innovation, creativity. There's also stewardship, fruitfulness. That means we are looking to see that look that is, you're being productive. There is unity, teamwork. There is integrity, honesty, and everything is to glorify God. So these are the expressions of kingdom culture. So this is what we have to foster. And you can see that this kind of overlaps so much with what we have already been talking about in general terms, you know. But it's even from a biblical perspective, from a kingdom perspective. These are all very valid. So this is what we should be having inside the organization or in the congregation, you know. So we must nurture these traits. So re-trade these. Hey guys, you know, we're talking to your staff or your people. This is what we need to have. This is kingdom culture. So reaffirm, remind people, talk about it. Very important as leaders, you have to model these traits. Now we can't tell people you do it, but I won't do it. No, it starts with us as leaders. We must model it, then others will follow it. And then we have to require this. That means at some times we need to correct people and say, hey, what you're doing is wrong. It's got to be done like this. This is, you know, this is kingdom culture. So that means we're not only affirming it to them, but we're requiring it, holding people accountable for expressing kingdom culture within the organization. And lastly, another way to nurture it, as we have learned earlier, is to recognize and reward these traits. And so, hey, somebody did an outstanding job. They took a risk. They came up with a brilliant idea. They got it inspired in their hearts. They went out and did it. And here's the result, you know, so celebrate that. Or, hey, here was somebody who just served very quietly, like, you know, just in behind the scenes, but they served so faithfully. And that's why, you know, these six other people were able to do their work. So you recognize and reward that person who was just in humility and servanthood serving in the background. So you're celebrating the expressions or the outstanding expressions of all of these. So then people, you know, say, oh, yeah, that's being celebrated. That's what we should all embody within the organization. So you're nurturing this within the organization. And the last point here is we need to protect this. So it goes back to hiring. When you hire, bring in people as staff, make sure that there's a cultural fit. You do things to preserve the organization's traditions. Sometimes, you know, some of the ways I try to do it is I like try to write it down, put it in books and so on. These little stories here and there are within the organization in, you know, shared it with the people so that it's there. So, you know, 20 years from now, people come in, they read those books or they listen to those sermons or they talk to people who are working right now and have grown in the organization. They will hear those traditions or stories or things that have shaped us as an organization over time. It's God-used, you know, encouraged communication. And it's nice if there's, you know, internal language that people use and they understand what it means. Recognize it of what behavior. Address matters that are contrary. Hold people accountable and avoid covering up, right? So don't cover up. Let people know covering up is not a good thing, but we need to address it. And if there's toxic behavior, we need to deal with it, not feed into it. Right? So the culture has to be protected. So I'll share these two pages. I missed including them in. All right. I'll pause here. Any questions before we, the next lesson is on finance accounting. Money matters. So before we shift topics, any questions on culture? Thoughts on culture. Okay. So let's proceed now to the next topic that we have, which is lesson 11. Let me share the PDF, which is about money. And of course, this is not a complete course on accounting or anything, accounting or budgeting. It's just to show us that this is important and share a few tips and thoughts on that. So finance, managing money within the Christian organization is a big thing. Right? And, you know, this is very important because churches and organizations who have been doing very well, sometimes they just collapse or they are put into a bad light completely, not because of some big, you know, sin or thing that people did, but because they failed to manage the money properly. Something went wrong. You know, they didn't comply to the rules or money was mishandled, misappropriated, and so on. And then, you know, we can see in even recent history, you know, so many organizations have misused money that was given to them in good way by people in the congregation or by other people who supported them, you know, and so it's so, so important. And I do want to say that, you know, this is an area of trust that you build with people. That means why should people give money to the church or to the Christian organization? First, people, of course, they want to, you know, serve the purpose of God with their money, so they want to give everyone, you know, they want to honor God with their money, so they want to give. But why should they give to that particular church or to that particular Christian organization? Now, of course, the wrong reason is they feel controlled by the pastor or the organization, so they feel obligated to give. That's the wrong reason. That's not a healthy thing. But if that is put aside, then people give because they want to honor God and secondly, they believe or trust in the work being done in that church or in that Christian ministry. There is trust that has been earned. And that is so, so important. That is so important. You know, when you earn the trust of people, it will just make them feel so comfortable in giving money, you know. And I've seen, you know, I've seen in real life how people give into the work we are doing simply because they trust, you know, they know that we are doing our best to handle our money properly, to be transparent, to be, you know, to do everything right. And so they give to us. Just last week, yeah, last week, the beginning of the week, I received a message from a person and this lady is not even attending our church right now. I mean, she used to attend and now they moved to another part of our country. And so she called, she messaged, then she called and then she said, no, I want to, you know, give 50 lakhs, that is 5 million Indian rupees. And I want to give it to APC. Can you please tell me, you know, what are the areas I can give to? And then she made the statement. She said, you know, it's so difficult to find. And these are her words, right? I'm not using this to promote us, but these are her words. She said, you know, it's so difficult to find a genuine Christian ministry today. And I thought I will give to APC. Now she doesn't even attend our church. And she said, I want to send 5 million, or that's 50 lakhs rupees. So then I just entered an email and saying, look, you know, get all the areas you want to give. It's up to you. Then next same day, she sent the money. And, you know, so it's something simple, but you know, I just look to God and say, God, thank you for giving us this kind of trust with people, you know, that they would trust us so much that they would say, hey, I want to give and I want to give to what's happening here at, you know, at APC. And this person has been giving a lot over the years, but this particular time she called, she said this and that she said, I want to give. So the trust that we earn with people is so valuable. It's so important that, you know, when we do our finance and accounting and budgeting, just do your job, do it well. People will see it and they will open up and give. You know, we don't even have that itself is a great, what to say, a promotion. You don't have to beg and pull and no, no. The fact that you're doing things well itself is a big reason why people will trust and give. So from a biblical perspective, we understand these things that, you know, we, we share a God given vision. God will stir people up to give towards that vision. And this is kind of one of the important ways in which we operate. We don't go begging people, you know, just once or twice. Talk about some vision of whatever work you're going to do. Say, look, this is what you're going to do. And God will start up the hearts of people to give into that vision. A second principle is we serve people spiritually and they will give to us financially. That's a biblical principle. So be faithful in serving people spiritually. You just serve spiritually. Don't worry about the money. Don't think, okay, I will serve this person better because they can give more and I will serve this person less because they can't give so much. No, we should not have that. Serve everybody spiritually, equally, fairly, just serve them. And let God move on their hearts. They will so. They will so. If they've been blessed, they've been ministered to. They will so financially. You don't worry about it, right? A third principle is that we must be a good steward of money along with spiritual things. Just as we, you know, make sure that we teach good doctrine. We are careful with the spiritual things that we minister, administer to people. We should also be careful with how we handle money that they entrust us with. Fourth principle is be accountable to the people who have given. So let them know what is happening. So the way we do it is right from the very beginning, from 2001, we publish on our church website. We have a page. It's apc.org slash finances. On that page we publish our annual audited statements. So these are the final, you know, after all the audit is done and the accountants have signed off and everything has been checked and approved. The summary of that is published on our website. So anybody can go in and see how the church is doing financially from 2001 till current, you know, every, every audited year finances got. So we're saying, we're telling the people, we are accountable. And if you have any questions, you can ask, you send an email to accounts at apc.org. If you want to come and see any member of the church can come and see our accounts. So we make that open. And then we also provide reports. We didn't do it, of course, during the pandemic because a lot of activity you stopped. But at the end of each year, so till 2019, 2020, 2021, we didn't do this, but 2022 we will do it is at the end of each year we send a year interview report where we tell people how much money has been spent in different areas. Now, whether they actually go in and study all of that doesn't matter, but it's us telling the people, we are accountable. We're telling you, this is where your money went in the course of this calendar year. So that's another form of accountability that we practice. And the last principle is the Bible teaches us to be accountable to civic authority. So that means, you know, all the statutory filings that need to be done have to be done. Others, we will get into trouble with the civic authorities. They will come and say, hey, you haven't done this or your money is being misallocated or misused and we get into trouble and it will be a big problem. So follow the rules, follow the laws and be accountable. Do whatever filings have to be done. So if we follow these five key principles and how we manage our money, we will be safe and good. We can have that trust that people, which will then cause people to give to us. Okay. Let me pause here. We'll go for a break and any questions so far on just this introduction on finances. Let's go for a quick 10 minute break. We'll be back and we will continue. Thank you.