Personality of RTC

RTC is not a registered organisation and does not have a unique legal personality as currently constituted. It is an offshoot of the Church and legally the registered Trustees are the personalities who can sue and be sued in the name of the Church. The Board of RTC and its roles and responsibilities are defined in its Constitution and governed by that Constitution. Given the role of RTC, consideration should be given over the period covered in the Strategy to determine the continuing relevance of this if the Centre is to play its role more effectively.

Oversight Board and Responsibilities

The Board is responsible for the formulation of overall policies of the Centre and aiming at achieving the Centre’s objectives and ensuring the effective, efficient and economical implementation of the policies of the Centre. Effectively, away from the grandiose description as a Board, the Oversight Board is no more than a Committee.

Annual Corporate Plans & Objectives

The Board will make better progress if at the beginning of each year it documents and articulates in no uncertain terms its plan for the year. The Centre will thus become more focussed and the Board will be better able to monitor the progress of the approved Plan during the year. Review of the Objectives will be integral to the Board Meeting Agenda. Recent Minutes indicate that meetings cover mainly routine issues and to some extent “what the Director may want Board members to know”. The new arrangement will compel the Director to focus more on the Annual Plan and provide status reports on progress. The Board will thus be better able to support the Director to address issues and hurdles which may be preventing implementation of the approved Plan.

The Financial Management of the Centre and review of Budgets against Actual Performance should not be the only monitoring machinery which appears to be the case presently.

Performance management of Director, RTC

A system of performance measures must be put in place for the Director. Annual appraisals must be conducted. As the finances of the Centre improves, financial awards should be considered for implementation across the whole organisation to motivate the entire work force to achieve desired objectives. Implementation of contemporary management practices have greatly improved the fortunes of many organisations. For example, Trinity Theological Seminary is today run very professionally and it has in place contemporary management and governance practices. This should be the aspiration of RTC as it re-positions itself.

Tenor of office of RTC Director

A Director must have a stretch period of eight years before retirement. This guiding principle will bring more stability.

It has been noticed that the Volatility of the leadership in the institution could be a major cause of the dwindling effects of the progress of the institution.

To raise the standard of the Director that would meet up to the level of all other high level rank in the Church so the Director won’t have to easily make a decision to leave his post when a better offer comes to the table.