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2.1
Introduction
In due course this study will be going in some depth into alterna-
tive systems for allocating diocesan share - into producing a financial
construct - but that cannot properly be done in isolation from a number
of other factors. The finance function is not a separate entity, to be
established alone, distinct from others, but essentially a facilitator,
located at the centre of the organisational web, reacting to pressures
from, and serving the needs of, many other organisational functions; and
since the particular combination of functions beinq served will probably
be unique to each organisation, an understanding of their roles and
interplay is a desirable prerequisite for the preparation of an adequate
financial system, though regrettably, not always available for this
study.
In view of the dearth of published material in this field, and
the limited time available for interviews, the content of this chapter
may leave something to be desired. Rather than make a compact compre-
hensive survey, it will deal briefly with only a number of distinct
points on which information became available, and suggest others where
more research may prove worthwhile.
2.2
Clergy Remuneration
2.2.1
Establishment and purpose of the Central Stipends Authority
Clergy Remuneration is the one aspect which, more than any other,
causes headache and heartache in the financial administration of the
Church of England today. As early as 1911 it was stated that "The
Church suffers from the underpayment of the clergy."
(B14)
and in 1928
a "living wage"
(B9)
for incumbents was being placed "first in the list
of immediate [diocesan] needs"
(B9)
. The theme occurred repeatedly in
various reports: "For many...incumbents...their stipend is at a level
which entails financial anxiety and this problem is made worse by
