Finance 1 2. 1

Chapter 2

Finance

2.3 Case Study

2.4 Introduction

2.5 Salaries

National Minimum Wage

Community and Youth Worker’s Union Joint Negotiating Committee Pay

Scales

Deciding on a salary level

Total pay

Reviewing salary levels

Methods and timing of salary payments

National Insurance and pension contributions

2.12 Allowances and Expenses

2.14 The Wider Youth/Children’s Work Budget

2.16 Funding and resources

Funding from within the church

Funding from charities and grant making bodies

2.17 Finance Books and Resources:

2.20 Appendix

Finance 2.2

Finance 2.3

Case Study

‘If this works well, how much will it cost if it succeeds?’ - Vicar in the South East.

Joanne was appointed as the youth worker at St. Basil’s on a one-year contract. The church

had decided that finance for salary and related expenses for this period could be guaranteed,

but beyond that was unsure. They didn’t want to give the impression of any further job

security.

The year went well. The young people and the volunteer leaders responded well to Joanne’s

style of leadership and youth work. As time went by things had grown so much that they

had the opportunity to take a week of mission in the local school. This was a long awaited

breakthrough and everyone was encouraged.

The cost of the mission was not included in the original budget, as it had not been

anticipated that work of this nature would happen so quickly. The missions went ahead, and

caused financial pressure for the church, but as it was an encouraging pressure people were

keen to give more if they could.

Towards the end of the year Joanne’s management committee saw that much of the impact

of her work would be lost if they were unable to continue her employment. Their foray into

the world of employing a youth worker had produced results and opportunities far more

quickly than they had anticipated. The view of the church was that things must continue, and

they were prepared to give more time and money for the purpose. Joanne was offered a

permanent contract and a budget drawn up which reflected a more realistic growth rate than

the previous year. Ongoing future financial support became a key task for the Management

Committee.

It’s not just the cost of employing a worker that needs to be considered - the possibility of

success and growth needs to be budgeted for also!!

Finance 2.4

Introduction

The issue of finance is crucial for those seeking to employ workers. Salary and working

conditions can be a major factor in attracting and retaining workers. In terms of finance it is

vital to consider the total cost of employing a worker and not just to focus on the salary to be

offered.

As well as the salary to be paid it is important to also look at the overall job situation which

you are able to offer. Factors such as the proposed supervision and management system, job

satisfaction and security, the working environment and potential colleagues can all affect the

way that people view their ability to do well at a job.

When trying to assess the actual level of salary it is important to focus on the size and

content of the job you are asking someone to undertake. This will also help you identify the

right kind of person to do the job. For example, if the job holds quite a lot of responsibility,

managing volunteers and handling a budget then the salary should reflect this level of

responsibility and it would be unlikely that you would want to appoint someone with little

experience or qualification.

Please note that the salary should reflect the responsibility of the job, not whether the

candidate is single or married, with or without children. If this is not the basis for the salary

level then you will get the strange anomaly where a worker is entitled to a pay rise because

they get married or start a family. For more on this issue please see later in the chapter.

Churches differ widely in their approach to finance, some hold that money needs to be there

before any steps are made towards the appointment of a worker and the expansion of the

work. Others consider the increasing need for expansion as a challenge to their faith and

giving and embark upon appointing a worker with few obvious financial resources.

Whatever the situation and theological convictions of the church, the question of finance

should be thoroughly explored and agreed before any action is taken. If a worker is to be

appointed in faith that the salary and youth and children’s budget will be raised, the worker

should be made fully aware of this and prepared for it should any adverse consequences

arise.

Churches within the main denominations are advised to approach their denominational head

or regional advisor for any information and guidelines, which they may issue, regarding the

Finance 2.5

salary and allowances of paid workers. Information may also be available on possible funding

and trust organisations, which they recommend be approached for salary and project

expenses.

This chapter will look at the questions of:

� salaries paid to workers, including methods and timing of salary payments

� pension and national insurance contributions

� allowances and expenses, including methods and payment of expenses

� planning a budget for youth and children’s work

� funding and resources

Salaries

A vast range of salaries is currently paid to workers across the country. Generally it is true to

say that youth/children’s workers in the Christian sector are paid less than their colleagues in

the statutory sector. This is generally due to lack of finances within the church rather than

an unwillingness to pay workers more. An increasing number of church youth/children’s

workers are coming from a professionally qualified background with experience in both the

Christian and statutory spheres. Pay scales for statutory workers are included in Table 1 to

give a perspective of what qualified workers could expect to earn.

National Minimum Wage

The national minimum wage (NMW) has now been set at £5.80 an hour with effect from 1st

October 2009 for those aged 22 or over. This is an hourly rate below which employers may

not pay. The rate will be £4.83 per hour for those between the ages of 18-21 inclusive and

£3.57 per hour for those no longer of compulsory school age:

• In England and Wales: a person is no longer of compulsory school age after the last

Friday of June of the school year in which their 16th birthday occurs.

• In Scotland: pupils whose 16th birthday falls between 1 March and 30 September

may not leave before the 31 May of that year. Pupils aged 16 on or between 1

October and the last day of February may not leave until the start of the Christmas

holidays in that school year.

• In Northern Ireland: a person is no longer of compulsory school age after the 30th

June of the school year in which their 16th birthday occurs.

A maximum of £31.57 a week can be deducted for the cost of employee’s accommodation.

Finance 2.6

Best practice would suggest that employers clearly display the minimum wage on pay slips.

All hours on ‘employer’s business’ must be covered and this includes travelling time for travel

to places other than their place of work, e.g. attending a training course. The reality of the

NMW is that a worker employed on a 35-hour week contract at £5.80 per hour must be paid

at least £10,556 or for a 40 hour week £12,064. Employers must keep records, which

demonstrate that at least the NMW has been paid in respect of the hours worked. If the

worker regularly works extra hours for which time off in lieu is not given and overtime is not

paid then it is possible that the employer may be in breach of the NMW.

JNC salary scales

The JNC is the Joint Negotiating Committee of the Community and Youth Workers Union

which is part of UNITE. The JNC negotiates terms and conditions for youth workers in the

statutory sector with the government.

There are two salary ranges, the Youth and Community Worker Range and the Professional

Range to which staff should be allocated. In the past the first range was divided into two sub

levels (1 and 2) but this is no longer the case, although the JNC guidance does direct

employers to use the lower part of the range for roles assisting a youth a community support

worker. The ranges fall under the following broad descriptions:

YOUTH AND COMMUNITY SUPPORT WORKER RANGE (11 x 4 point scales)

Youth and Community Support Worker – Assisting Role The grades at the lower end of this range (see table below) are used for staff

appointed in an assisting role, undertaking duties under direction and where

independent action will be limited.

Example of Key Duties:

� Working directly with young people to develop their social education by providing

programmes of activities, services and facilities;

� Establishing contact with and guiding young people as part of local programmes;

� Assisting in the provision of advice and support to local community groups and agencies;

� Assisting in the motivation, retention, developing and support of staff and volunteers;

� Assisting with service development by contributing to planning, delivery and monitoring

of local provisions;

� Day to day administration to ensure smooth running of services;

� Implementing equal opportunities policies.

Finance 2.7

Youth and Community Support Worker

This level is for staff who deliver operational youth and community support work in local and

area projects. Youth and community support workers will receive strategic leadership and

operational guidance from professional youth and community workers.

Example of Key Duties:

� Working directly with young people to develop their social education by providing

programmes of activities, services and facilities;

� Establishing contact with and guiding young people as part of local programmes;

� Providing advice and support to local community groups and agencies;

� Assisting in the motivation, retention, developing and support of staff and volunteers;

� Contributing to service development by planning, delivering and monitoring of local

provisions;

� Implementing equal opportunities policies.

� Establishing and maintaining relationships with young people and community groups;

� Maintaining quality of service provision including giving directions to other workers;

� First line management responsibility for workers and volunteers, including recruiting,

developing and initial disciplining of staff;

� Initiating and monitoring developments of services, particularly with other agencies;

� Performing and ensuring the discharge of administrative duties (including budget control,

records keeping and health and safety).

PROFESSIONAL RANGE (17 x 4 point scales)

This level provides the salary grades for professional youth and community

workers who carry strategic and operational responsibilities for service delivery

and development.

Example of Key Duties:

� Performing all the duties for youth and community support workers;

� Managing and developing a range of services;

� Managing and developing staff and facilities;

� Working with other agencies to develop services across the community;

� Design, lead and implement a youth work curriculum;

These criteria are given as guidance, the JNC points out that those employed in each range

should have qualifications and competencies appropriate to that level, ie NVQ levels 2 or 3 for

those on the Youth and Community Support Worker range. From 2010 professional range

youth workers in the statutory sector will require an appropriate qualification of at least

degree level to conduct roles described by the professional range above. In order to maintain

the credibility of your work Amaze encourages employers to look for suitably qualified staff or

help those you have to get appropriately qualified.

Finance 2.8

Table 1 – CYWU JNC Pay Scales

Youth and Community Support Worker (and assistant) Range

Pay

Points w.e.f 1.9.08

1 14,003

2 14,587

3 15,172

4 15,759

5 16,346

6 16,931

7 17,522 Professional Range

8 18,110

9 18,858

10 19,442

Pay Points w.e.f 1.9.08

11 20,387 11 20,387

12 21,312 12 21,312

13 22,266 13 22,266

14 23,252 14 23,252

15 23,927 15 23,927

16 24,629 16 24,629

17 25,321 17 25,321

18 26,019

19 26,708

20 27,399

21 28,179

22 29,061

23 29,920

24 30,783

25 31,651

26 32,522

27 33,392

28 34,270

29 35,145

30 36,017

Finance 2.9

Deciding on a salary level

Salary levels are set by churches according to a variety of criteria, with different churches

combining different criteria to arrive at a final figure. The following are some of the factors

which churches have taken into account:

� Experience/qualification required to do the job

� Housing costs of the area

� Average salary of church members

� Secular youth work salaries

� Salary levels for other staff i.e. curate or lay worker/assistant

� Denominational guidelines on payment of workers

Not everyone will agree that all of the above should affect the setting of a worker’s salary,

but they are listed as examples of criteria used to show that a wide range of factors may be

considered.

Total Pay

A worker will cost more to employ than just their salary level. Other factors should be costed

so that the church is aware of the total pay costs:

� Pension

� National Insurance contributions

� Allowances for assistance with housing/rent

� Allowances for expenses such as home heating, lighting and ‘phone, or the setting

up and running of an office on church premises

� Mileage/car allowance

� Out of pocket expenses

� Increase in resources and training budget for the youth work

� Any Health & Safety implications such as extra training or supply of protective

equipment (personal alarms, smoke alarms, fire extinguishers etc.)

Reviewing Salary Levels

If you have decided to follow the JNC pay scale then each April the worker is given an

incremental pay rise to the next point on the scale. This reflects the increase in experience

and skills as a result of being in post. The pay scales are then reviewed in September of

each year to keep the pay scale in line with inflation. This review can often be delayed by

the negotiations between the CYWU and other trade unions with the local governments and

other voluntary organisations.

Finance 2.10

You may wish to review the salary paid to your worker due to one or a combination of the

following factors:

� Annual inflation

� Additional experience and qualifications gained

� Additional responsibilities undertaken

� Length of service

� Increased housing costs

� New recommendations from your denomination

� Increased giving within the church

� Successful applications for outside funding

The review method and timing should be set out in the Employee Handbook. Following a pay

scale such as the JNC scale removes the difficulties of deciding how much of a pay rise to

make each year as it depersonalises the discussion.

Methods and timing of salary payments

There are various methods used by churches but by far the best and most reliable is directly

into the worker’s bank account by standing order or BACS. Our research showed that most

workers were paid by standing order at the end of each month. Direct payment seemed to be

the most satisfactory method of payment for the worker, although some churches found it a

challenge at times!

It cannot be stated often enough that payment by cheque handed to the worker often results

in problems as the payment may sometimes or often be paid late, giving rise to financial

difficulties such as bank charges when the funds have not cleared to meet regular financial

commitments. Some churches expect their youthworker to come to church to collect their

cheque and this can make the youthworker feel very uncomfortable especially if the cheque is

late.

Helpful Hints:

� Pay your worker directly into their bank account - this avoids late payments and the

embarrassment and frustration of having to ask for their salary and cuts out waiting

for the cheque to clear.

� Check with the worker which payment date they would prefer, it may be that the

third week of the month is preferable if they have commitments to meet towards

the end of the month.

Finance 2.11

� The issue of finance can cause frustration and tension between a worker and their

employer. It is important to inform workers if payment will be late or reduced and

to make every effort to ensure payment as soon as possible.

National Insurance and pension contributions

When deciding upon the salary which you can offer a worker it is important to consider the

implications of national insurance contributions and any contribution you may decide to make

towards the worker’s pension. All employers are required to make National Insurance

contributions for their employees. All employees earning more than £110.00 per week (or

£477 per month) are required to pay National Insurance at 11% (2009/2010).

Employers are also required to make ‘Secondary Contributions’ at a rate of 12.8% on all

employee payments above £110 per week or £477.00 per month or £5724 per year

(2009/2010). It is important, therefore, that Employers contributions should be calculated

when assessing the salary level. For example, the National Insurance implication on a

£20,000 salary is £1,827.33 ((20,000 – 5724) x 12.8%)

New employers should contact the New Business section at their local Inland Revenue to set

up a PAYE scheme. The Inland Revenue will issue current National Insurance Contribution

Tables and any other tax forms, which you will need. All payments of National Insurance are

made to the Inland Revenue together with Income Tax.

Currently an employer is required to give access to a stakeholder pension scheme for

employees where there are 5 or more employees. If no pension contributions are to be made

by the employer this should be clearly stated as part of the terms and conditions of

employment which make up the worker’s contract.

The average pension contribution for workers whose contracts include contributions is

generally between 5 and 7 % of salary. Given that for most youth and children’s workers

there will be little state provision of pension by the time they come to retire, pension

contributions by both employer and employee are an important consideration. For example,

in the NHS at present the employer’s contributions are set at 14% of an employee’s salary in

order to fund a realistic salary for their employees when they retire.

Legislation is currently planned for 2012 that will make it a requirement for employers and

employees to contribute, the current model being 3% from employer and 5% from employee.

Employees must be put into the scheme by default, with the option of taking themselves out

of the scheme. Amaze can provide more information on this in future as it develops.

Finance 2.12

Allowances and Expenses

In addition to the basic rate of pay, there are a number of other items, which the overall

youth worker budget should be aware of and seek to cover:

Housing

It has been that some churches pay salaries, which include the provision of or a contribution

towards housing. It is important for churches situated in areas where housing costs are high

to consider the effect of this on any worker they employ, and the implications for attracting

potential workers. A contribution towards housing or the provision of accommodation may be

helpful factor. Please note that any housing allowance paid may be taxable as income and

the provision of housing may be taxable as a benefit in kind. Your local tax office may well

decide to treat your worker in the same way as a statutory youth worker who is not given

accommodation as part of their employment package. You will need to be able to

demonstrate that the provision of accommodation is in keeping with the job description and

enables the worker to carry out their duties. Advance discussions with your local tax office to

reassure them that this housing should be treated in the same way as a minister's housing

should result in no tax be payable on the housing provided. A sample Licence to Occupy is

included in the Appendix, but please take legal advice before using this document to ensure

that it is appropriate for your situation.

Office

If you do not have existing suitable office space for a worker you will need to equip and heat

a room for their use. This may involve the purchasing or the gift of desks, chairs, a filing

cabinet, shelving, telephone, computer, photocopier etc. If the worker will be required to

work from home then please see the Working from Home Chapter in this manual.

Telephone

A youth worker will spend time on the ‘phone in the office and at home. If the worker is

based at their own home the installation of a second line for work use is often helpful

particularly if use of the Internet would be useful for the worker. Separate telephones for

work and home make it easier for the home worker to have clear boundaries about work and

home. It also makes paying for ‘work use’ much easier to quantify. The provision of a

mobile phone should also be considered if the worker is likely to be travelling a lot or involved

in detached youth work. This is becoming particularly so as more and more young people

and children have mobiles and will use them to communicate with the worker. Again a

separate mobile number for work helps to make clear boundaries and can offer some

assistance with child protection issues.

Finance 2.13

Travel

Workers will need to meet other workers and to visit various people in the course of their

work. Mileage allowances for cars may be available as guidelines from your denomination.

The Inland Revenue approved car mileage rates are 40p per mile for the first 10,000 miles

and 25p thereafter. Journeys that count as business travel are those the worker has to make

in the course of doing their job or those journeys they make to or from a place they have to

attend (e.g. a training course). Business travel does not include ordinary commuting

between home and office. However, if the worker works from home then that becomes the

place of work and journeys between their home and the church or youth club count as

business travel.

Out of pocket expenses

The worker can often pay these out, with few clear guidelines as to how or if to claim them

back. They can include taking a young person for a coffee or a coke as an opportunity to chat

to them outside of their normal activities. For a detached worker it may involve paying for a

bag of chips or the odd round of drinks in the pub - when working with over 18’s of course!

You should consider how you can provide for the worker in advance if necessary to avoid

them having to foot the bill for their work until expenses are claimed for and paid.

Hospitality

Whether a worker is based at home or in a church office they will need some allowance for

hospitality. People will visit them and they will need to call meetings for a variety of reasons.

This allowance can be given on an annual or monthly basis, or claimed as and when it occurs.

Training courses/study

It will need to be agreed who is responsible for the cost of any further training or study

undertaken by the worker. If the church is to pay some or all of the costs, what will be the

system for such payments. i.e. will the worker pay the cost and claim it back from the church,

or the church meet the cost from the beginning?

Youth work resources and activities

Inevitably a new worker will create an increase in demand for resources and activities,

especially if more young people are drawn in as a result of their appointment. This will need

to be considered in the overall youth/children’s budget. (See section in this chapter on Wider

Youth Work Budgets).

Finance 2.14

Payment of allowances and expenses

It is important to consider how these extra expenses will be met, and how the worker will

have access to them. The payment of expenses can sometimes create tension, although it

should be easy enough to set up a straightforward system.

Research has shown that there are a number of methods used to meet expenses:

� Submit monthly expense form, paid by cheque (by far the most used system)

� Submit monthly expense form, paid by cheque, plus £25-£50 float initially

� £40pm added to the salary cheque/standing order, extra claimed when necessary

� £150pm expenses float, claim each month to bring back to total, paid into separate

account set up by the worker

� Claim expenses as spent, no formal budget set, no spending controls

Problems can arise when the system for claiming and paying expenses is not clear. If possible

it should be clear in writing what the system is and the conditions of its operation, i.e. if

receipts need to be kept, who authorises expenditure past a certain amount, last date for

claim etc. It is important to remember that expenses need to be paid on time as usually the

initial payment is being made out of the worker’s own pocket.

Please see Appendix 2.16 to this chapter for a Sample Expenses Claim Form

Wider Youth/Children’s Work Budget

There are many aspects to the wider youth/children’s work budget of a church or project.

The salary and personal expenses of the worker will usually form the biggest proportion of

the budget but there are other factors, which need to be recognised. Unless this is done

carefully enormous strain can be exerted upon a church to find extra money; which can be

accompanied by frustration and demotivation, and a great sense of disappointment all round

at the possibility of not being able to achieve what was originally planned.

To avoid such disappointment and frustration careful and realistic planning is necessary. If

there has been an ongoing youth/children’s ministry at the church for some time it is possible

to gain an idea of the annual costs of the work. Different age groups will usually have a

budget for materials and resources, training of leaders, special events and subsidies towards

outside activities. Each group needs to be budgeted for individually, and the cost of any new

intended initiatives worked out as accurately as possible.

Finance 2.15

For churches where there is very little youth/children’s work currently being undertaken, it

would be advisable to consult with a number of nearby churches to gain an estimate of how

much their budget requires. Denominational youth officers, and consultants from various

Christian youth organisations, could also be asked for advice in this area.

Please see the Appendices 2.17 and 2.18 of this chapter for Budget Planning Proforma.

OBSERVATIONS

The following observations have also been made concerning the wider budgeting for

youth/children’s work:

� It is important to consider how long funding may be available for the work as

churches need to be able to ‘grow’ what they have planted. Five years is often see

as the ideal length of post, with longer being welcomed but a shorter period being

discouraged. However, the ideal situation is to offer a permanent contract which

demonstrates both a commitment to the worker and to the project. Ongoing

financial support then becomes a key role for the Management Committee.

� Many contracts however, are for less than five years - 2 to 4 is the more usual

length, with finance being the major factor in whether or not contracts were

renewed. This often leads to a stop-start approach to youth and children’s work,

which is not helpful. If you are going to offer a fixed term contract please see the

specific section in Chapter 3 on this issue.

� Special events, i.e. a schools mission can affect a budget dramatically, and lead to

other aspects of the budget being cut.

� From time to time it can be helpful if the church lends the money for a substantial

deposit - residential etc. which although not strictly within the budget is returned

within a relatively short space of time and allows plans to be made.

� It is important to consider the question of who should be responsible for finding

funding for the budget. As the employer it is your responsibility to ensure that

there are sufficient funds to pay the worker and not the worker’s responsibility.

Finance 2.16

� Churches should consider having a policy/agreement on what to do about ‘gifts’

from a worker’s outside speaking engagements etc. Generally, it seems that any

extra money earned goes to the project/employer unless the giver states specifically

that it is a ‘personal’ gift for the worker.

� It may be helpful for a church to have a separate youth/children’s budget account

where there is a wider team of church workers. Otherwise the system for the

payment of youth finances and expenses can be slow and complicated.

� When discussing the issue of training and further study with a new worker it is

important to be aware of the cost of such training, and to link this with the

resources available. Some training need not be particularly expensive, but several

churches have found that the reality of continued training and qualification for their

workers has increased their overall youth/children’s work budget significantly

beyond their expectations.

� If employing a worker who is straight out of college it may be that they have

financial pressure because of a student loan.

Funding and Resources

Few churches or projects are able to start from the position of already having the finances to

pay for a worker and fund their activities. A deepening commitment and conviction to focus

more time and resources into the area of young people often initiate the process. From there

begins a long road of planning and praying to discover the best way forward for a church or

group of churches. Many find it a terrific challenge, which tests and strengthens their faith,

and brings forth opportunities and experiences, which had not been considered.

Starting out, however, can be a daunting prospect. The financial responsibilities involved can

be great. It is important to consider these carefully before taking any action. For some

‘action’ will be to raise the money for the work and the worker before undertaking anything,

for others the work will begin despite an apparent lack of funds.

Funding from within the church

A common position for a church to be in is to have enough money to fund the youth work,

but not enough to support a worker to co-ordinate and develop it. This can lead to frustration

and stagnation and to attention being directed elsewhere as it appears there is little more

that can be done.

Finance 2.17

A variety of fund-raising options have been employed to overcome this obstacle:

� Time of prayer and fasting

� A specific gift day in the church to raise money for a worker’s salary and expenses

� An appeal to the church members as individuals to consider giving on a regular

basis to a worker’s salary and expenses

� The young people undertaking to raise money themselves towards the cost of their

worker

� Requests for members to consider bequeathing to the church

Funding from charities and grant making bodies

Many churches seek outside funding to complement their own resources. This process can be

lengthy and involve a keen understanding of how trust and grant making bodies work, how

often they consider applications, how they prefer their applications to be presented and how

likely they are to respond.

If you need to raise a considerable amount of money there are a number of books, found in

most reference libraries, which give details of grant making charities and trusts, conditions on

the making of awards, when awards are made and how long they are likely to take. These

are hefty and expensive books and can appear daunting, but it is worth taking the time to

read the introductory chapters and follow the advice offered. The following books are useful

starting points:

Finance Books and Resources:

http://www.trustfunding.org.uk/ is a subscription service provided by the Directory of Social

Change.

The Directory of Grant Making Trusts 2007 -08. ISBN 1 9039 91587

Pub. by Directory of Social Change (DSC)

The International Foundation Directory. ISBN 1 85743 0549

Pub. Europa Publications Ltd.

Books published by the Directory of Social Change

A Guide to the Major Trusts - Vol. 1 (2005) ISBN 1 903991552

A Guide to the Major Trusts - Vol. 2 (2005) ISBN 1 903991560

The Major Companies Guide (1996/97) ISBN 1 873860 897

Community Award Schemes (1990) ISBN 0 907164 560 (by Stephen Woollett)

Finance 2.18

'The Youth Funding Guide' published by the Directory for Social Change (2002

edition) includes the Community Fund, the New Opportunities Fund and Children's

Fund. ISBN 1 900360969

It may also be worthwhile to contact your denominational head office or youth/children’s

officer for advice on funding which may be available from head office, and information on

how other churches have been successful in their applications. Such officers may also be able

to help complete applications.

The local council should be considered as a possible funder - for equipment, special activities

and possibly some contribution towards salary. Where appropriate some organisations might

also consider applications for Lottery funding.

With all applications for funding it is important to be fully aware of any conditions

upon which a grant may be made. It may be that the organisation will require

regular reports or a say in how particular aspects of the money are spent. If you

are unable or unwilling to meet any of these requirements it is advisable to seek

funds from an alternative source.

The Complete Fund-raising Handbook Sam Clarke

Pub. Directory of Social Change in association with the

Institute of Charity Fund-raising Managers. ISBN 1 900 360845

Government Grants - A Guide for Voluntary Organisations Maggie Jones

Pub. Bedford Square Press. (1998) ISBN 0 7199 1247 - 4

Writing Better Fund-raising Applications Michael Norton (2002)

ISBN 1 903991099

Please refer to your local library or good book store to access the above books.

Finance 2.19

Appendix 2 - Finance

2.21 Sample expenses claim form

2.22 Budget planning proforma - Income

2.23 Budget planning proforma – Expenditure

2.25 Sample Licence to Occupy

Finance 2.20

Finance 2.21

Sample Expenses Claim Form

Name Month

Notes:

1. Claims should be completed up to the 25th day of each month and given to the

treasurer

______________________________________

2. Expenses will be paid by cheque no later than the last day of the month

3. Late claims will be processed within two weeks.

Date Item Receipt £ p

Monthly mileage claim miles at p per mile

miles at p per mile

Telephone claim rental

calls

Total

The above expenses were incurred in order to carry out my responsibilities on behalf of St.

Vincent’s Church.

Signed Date

Finance 2.22

Work Budget Planning Proforma for Income

For the purpose of this form ‘youth work’ is undertaken among those aged 11-21 – (it helps

to specify what work the budget is for)

Source Income £

General church giving

Regular giving by individuals

Youth work gift day

Bequest(s)

Grants from charities and trusts etc.

Youth fundraising activities

Subs from clubs

Tuck shop proceeds from clubs

Grand Total: £

Finance 2.23

Budget Planning Proforma for Expenditure

Description Budget £

Worker

Salary - incl. national insurance and pension contribution

Housing - if applicable Office, and personal expenses

Training and study allowance Total

Administration Stationery

Stamps

Publicity Book and magazine allowance

Insurance Total

Sunday morning group

11-14’s Teaching material

Music Total

Sunday evening groups 14-18’s Teaching material

Resources

18-21’s Teaching material

Resources

Total Housegroups

Teaching material Resources

Total

Holiday club Admin. and publicity

Teaching material Crafts

Stage set Resources

Total

Schools work Assemblies

Resources Lessons

Teaching material

Resources Lunch time and after school clubs

Teaching material Resources Travelling expenses Total

Finance 2.24

Detached/outreach work

Out of pocket expenses Activities and equipment

Total

Monthly/Quarterly events

Equipment hire - lights and P.A. Games and prizes

Total

Training and resources for leaders Training material and courses

Videos - blank and recorded

Tapes - blank and recorded Bibles and books

Total Activity and residential bursaries

Youth Leaders

Total

Grand Total:

Income forecast for the year £

Extra that will need to be raised or cut £

Finance 2.25

Sample Licence to Occupy

THIS AGREEMENT is made the day of June 200

BETWEEN ("the Licensor") of the one part and

of ("the Licensee") of

the other part

WHEREAS the premises known as ("the

Premises") are vested in the Licensor and has requested that the Premises be made available

to the Licensee for the purpose of providing the Licensee with a residence whilst he serves as

for .

NOW IT IS HEREBY AGREED as follows:

1. The Licensor hereby permits the Licensee without payment to occupy the Premises during

such time as he holds office as or until such time as this Licence is

determined as hereinafter provided (if earlier)

2. This Licence is personal to the Licensee and he shall not part with the whole or any part of

the Premises nor share (save with members of his family) occupation of the whole or any

part of the Premises

3. The Licensee shall not allow or permit any nuisance or annoyance to be created on the

Premises and will keep the Premises in good and clean condition (fair wear and tear

excepted) and the garden belonging thereto properly cultivated and tidy

4. The Licensor may by giving to the Licensee three calendar months notice in writing signed

by the on behalf of the Licensor determine this Licence at any time

and the Licensee and his family shall on the expiration of such notice vacate the Premises

5. The Licensee will be responsible for his own contents insurance and shall ensure that all

charges in respect of gas electricity and telephone in respect of the Premises are paid

Finance 2.26

6. The Licensee will give to the Licensor a copy of any notice received concerning the

Premises and notify it of any defect or damage to the Premises

7. The Licensee shall not make any alteration or addition to the Premises or damage the

same and shall not carry out any trade or business on the Premises which is inconsistent with

its authorised use as a single private dwelling house

8. Nothing herein contained shall create the relationship of Landlord and Tenant between the

parties hereto or derogate from the right of the Licensor to enter u on the Premises from

time to time and repair the same

AS WITNESS the hands of the parties hereto the day and year first before written

SIGNED by on behalf of the Licensor in the presence

of:)

Witness signature

Witness address

SIGNED by on behalf of the Licensee in the presence

of:)

Witness signature

Witness address