1. Chapter 2
Finance
2.3 Case Study
2.4 Introduction
2.5 Salaries
National Minimum Wage
Community and Youth Workerâs 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/Childrenâs 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. 1 1
3. Case Study
âIf this works well, how much will it cost if it succeeds?â - Vicar in the South East.
Joanne was appointed as the youth worker at St. Basilâs 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 didnât want to give the impression of any further job
security.
The year went well. The young people and the volunteer leaders responded well to Joanneâs
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 Joanneâs 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.
Itâs 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 2.3
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 childrenâs 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 2.4
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 childrenâs 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/childrenâs 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/childrenâs
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 ÂŁ5.80 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 ÂŁ4.83 per hour for those between the ages of 18-21 inclusive and
ÂŁ3.57 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 ÂŁ31.57 a week can be deducted for the cost of employeeâs accommodation.
Finance 2.5
6. Best practice would suggest that employers clearly display the minimum wage on pay slips.
All hours on âemployerâs businessâ 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 ÂŁ5.80 per hour must be paid
at least ÂŁ10,556 or for a 40 hour week ÂŁ12,064. 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 â 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 2.6
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 2.7
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 workerâs 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 âphone, 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 2.9
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 workerâs 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 2.10
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 workerâs pension. All employers are required to make National Insurance
contributions for their employees. All employees earning more than ÂŁ110.00 per week (or
ÂŁ477 per month) are required to pay National Insurance at 11% (2009/2010).
Employers are also required to make âSecondary Contributionsâ at a rate of 12.8% on all
employee payments above ÂŁ110 per week or ÂŁ477.00 per month or ÂŁ5724 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
ÂŁ20,000 salary is ÂŁ1,827.33 ((20,000 â 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 workerâs 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 childrenâs 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 employerâs contributions are set at 14% of an employeeâs 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 2.11
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 âphone 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 âwork useâ 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 2.12
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 18âs 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/childrenâs budget. (See section in this chapter on Wider
Youth Work Budgets).
Finance 2.13
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 ÂŁ25-ÂŁ50 float initially
ÂŁ40pm added to the salary cheque/standing order, extra claimed when necessary
ÂŁ150pm 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 workerâs own pocket.
Please see Appendix 2.16 to this chapter for a Sample Expenses Claim Form
Wider Youth/Childrenâs Work Budget
There are many aspects to the wider youth/childrenâs 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/childrenâs 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 2.14
15. For churches where there is very little youth/childrenâs 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/childrenâs work:
It is important to consider how long funding may be available for the work as
churches need to be able to âgrowâ 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 childrenâs 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 workerâs responsibility.
Finance 2.15
16. Churches should consider having a policy/agreement on what to do about âgiftsâ
from a workerâs 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 âpersonalâ gift for the worker.
It may be helpful for a church to have a separate youth/childrenâs 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/childrenâs 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
âactionâ 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 2.16
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 workerâs salary and expenses
An appeal to the church members as individuals to consider giving on a regular
basis to a workerâs 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 2.17
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/childrenâs
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 2.18
19. Appendix 2 - Finance
2.21 Sample expenses claim form
2.22 Budget planning proforma - Income
2.23 Budget planning proforma â Expenditure
2.25 Sample Licence to Occupy
Finance 2.19
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 ÂŁ 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.
Vincentâs Church.
Signed Date
Finance 2.21
22. Work Budget Planning Proforma for Income
For the purpose of this form âyouth workâ is undertaken among those aged 11-21 â (it helps
to specify what work the budget is for)
Source Income ÂŁ
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: ÂŁ
Finance 2.22
23. Budget Planning Proforma for Expenditure
Description Budget ÂŁ
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
11-14âs
Teaching material
Music
Total
Sunday evening groups
14-18âs
Teaching material
Resources
18-21âs
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 2.23
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 ÂŁ
Extra that will need to be raised or cut ÂŁ
Finance 2.24
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 2.25
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
Finance 2.26
