Funding & Incentives
We want to give back.
From all payment inwards from booking fees we give 10% back as incentives to our provider clientèle that we support.
All our services are free to the providers and charities that we market and provide services
Services we supply free to providers are
- Marketing solutions
- Payment solutions
- Provider forums
- Feedback from Y-DAP youth panel
- Quality Assurance
Access to research & development and the implementation of new tech
Additional to the above the providers have access to receive incentives to increase delivery or to become better and more sustainable.
Incentives are inevitably involved in fundraising, and this includes incentivising providers. There are a variety of different incentive mechanisms which may be applicable to different types of providers in different situations. It’s important to establish an incentive structure that strikes a balance between sufficiently rewarding the work of a provider, and enabling the providing organisation to raise as much funds as possible for its cause.
All incentives must be used reasonably and prudently in the best interests of the service user. That involves ensuring that the remuneration of the incentive is proportionate to the benefit that is reasonably expected.
Incentives might be used to incentive youth/ play workers, service delivers, volunteers, consultants, delivery equipment and IT upgrades. It is advisable for providers to ensure that they are clear about the status of their incentive and take advice as appropriate.
- Must show need and valid outcomes as why additional salaries are needed i.e. staff ratio of staff to student is not balanced and additional staff is need to provide a safer environment.
- Provider knowing the rate in advance, keeping it accountable and transparent i.e. The salaries are equivalent to previous salaries of a similar post
- May encourage staff retention
- Provider rewarded for actual work undertaken
- Provider knows exact costs involved
- Provider pays regardless of outcome
- Provider only pays when money comes in.
- Incentives are not given to work already untaken
- Incentives for providers to meet or exceed targets
- Provider ought to consider the full anticipated costs and income of the provision/ activity when establishing a incentives method and level, to ensure the activity remains financially viable
- It is advisable for the choice of incentives to be supported by a sound project plan and person of responsibility
- Practices and controls MUST be in place to ensure that incentives do not leave the providers for unauthorised uses
- What is in the best interests of beneficiaries?
What are the risks to the provider of an incentive?
- What safeguards are needed to ensure any provider receives appropriate incentives for the nature of it request, for example, even where the anticipated funds are not raised or considerably higher levels of funds are raised?
- Does the form of incentive encourage behaviours that are consistent with the providers’s objectives, for example, through team working or focused individual effort, to produce the best value?
- Would stakeholders, including the public, consider the incentive to be fair?
- How does the incentive impact upon the provider?
An excessive incentive is one that is considerably more than an ordinary, well informed person would consider reasonable. It is essential that incentives are not excessive. Providers should be aware that excessive incentives can lead to a breakdown in trust and confidence in both the incentives and sector more widely, and ought to take steps to minimise this risk. To establish a reasonable payment structure, it is advisable to consider:
- The reputation and track record of the Providers
- The nature and extent of the work to be done, including the overall objective of the Providers
- The risk taken by the Providers
- The state of the market
Where appropriate, it is a good idea for maximum caps or reducing sliding scales to be used to avoid excessive remuneration. Maximum caps and reducing sliding scales will be influenced by a variety of individual factors including the size of the Providers and the time span involved.
Public trust and confidence are essential in ensuring successful and sustainable incentives. Members of the public may hold strong views about how, and indeed whether, Providers are suitable. It is important for Providers to consider public trust and confidence, balancing public perceptions with a good delivery plan.
It is advisable for volunteers to have their expenses reimbursed and it is good practice that this happens regularly to ensure volunteers are not left out of pocket. Volunteers should only have their out-of-pocket expenses reimbursed and, and not be paid a flat rate amount as this may trigger minimum wage legislation. Where possible, it is a good idea for receipts to be received before expenses are paid. In some cases, it may be appropriate to reimburse expenses in advance, with the subsequent provision of receipts where possible. This may be appropriate for example where larger sums are to be paid and it is unreasonable to expect the volunteer to pay them, or the volunteer’s financial circumstances make it difficult for them to incur expenses in advance. Training that is not related to the activity, use of the fundraising organisation’s other facilities, or payment in excess of out of pocket expenses may lead to a contract of employment being entered into inadvertently.
In England and Wales
Trustees must not be paid incentives on behalf of the charity unless the following criteria are met:
The charity’s constitution specifically provides for the type of payment proposed
The charity’s constitution does not expressly prohibit the type of payment proposed
The charity complies with the provisions of section 73A of the Charities Act 1993 (see below)
The incentive is not for being a trustee or under a contract of employment