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           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


           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.

Clergy Remuneration

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."
and in 1928

a "living wage"
for incumbents was being placed "first in the list

of immediate [diocesan] needs"
. 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

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