Study tips: Budgeting part 3 – Production budget report

This is the third article in our 3-part series on budgeting to support the MABU unit for level 4 students.


Study tips: Budgeting series


In part 1 of this series on budgeting we focused on the raw materials element of an operating budget and set out some key planning assumptions based on our scenario. Part 2 looked at the labour and overheads elements and compiled the draft budget and submitted it to the budgetary committee for approval. 

Let’s assume that the committee has met but have requested some further information before a final decision is made. It has specifically asked for more information about production so you have re-formatted the production budget which is based on the production forecast:


Draft email submitting the Production Budget

And below, we have drafted up an email that you could send to the Budget Committee with the production report.


To: The Budget Committee

From: Budget Accountant

Subject: Production Budget

Date: xx xx xx

Budget submission – additional information

I attach the draft quarter one production budget for the new fruit smoothie for your consideration and approval as requested. It has been calculated from planned sales volume targets agreed with the marketing manager as a result of recent research and development work. Sales targets start at 5,000 units with a weekly 10% increase until the target volume of 10,000 units is achieved, which is projected to be in week 9 of production.*

Low quantities of closing inventory are preferable because the product is perishable so the closing inventory has been calculated as 2% of the following week’s sales volume. The production manager has advised that 8.5% of production could be rejected during quality control so an allowance has been included at this rate. This equates to £9,227 worth of raw materials.**

There has been a 114% increase in the price of wholesale mixed berries over the last two year and this year’s actual average cost per kg was £4.43. The chief buyer has been monitoring statistics published by the Department for Environment, Food and Rural Affairs, and has suggested it would be prudent to budget at £5.10 which is 15% more than this year’s actual average per kg.***

Key budget factors

As this is a new product the reliability of the sales budget and fluctuations in demand are as yet unknown. Whilst the figures have been based on PEST analysis and commissioned market research this does not guarantee total accuracy and actual sales could be influenced by unknown competitor activity and market demand.

Whilst closing inventory of 2% minimises wastage due to spoilage it may be insufficient as a contingency against capacity constraints due to potential limited resources.

There is potential for production to be limited if raw materials are in short supply or the just in time daily delivery is delayed. Fruit is a key ingredient in the product and supply is obviously seasonal. It can also be affected by poor harvests caused by inclement weather. This is outside of the managers’ control as are delivery delays due to logistical problems such as congestion on the roads. However, consistency of supply can be safeguarded to a degree by having a range of suppliers in a number of locations. The chief buyer monitors wholesale price fluctuations and it is fair to assume that prices will increase if available supplies are insufficient to meet demand.

Production constrains could also arise due to machinery idle time and/or labour shortages. As the company produces similar existing products it is reasonable to assume that machinery idle time can be predicted with a reasonable degree of accuracy. Equally, as the production lines for similar existing products are supervised by three members of staff, potential staff shortages can be realistically anticipated, such as leave and training, as well as unforeseen shortages, such as idle time and absences.

The estimated rejection rate is also a key budget factor and a significant cause for concern. Further investigation is required to determine the reasons why 8.5% of production could be rejected during quality control. Possible causes could be the quality of raw materials, their storage or the length of time between acquisition and usage. If current projected levels of rejection are realised and quarter 1’s budget taken as representative of the year, then wastage will cost £36,908 in raw materials. This will have a significant negative impact on the product’s profitability.

Performance measures

The reliability of the budget is yet unknown as this is a new product and should therefore be monitored closely. It contains a number of variable factors that could be regularly monitored using the following performance measures:

  1. the wholesale purchase price of mixed berries per kilo
  2. weekly production and sales volumes, in units
  3. weekly rejection levels, in units and as a percentage of production
  4. weekly closing inventory levels, in units.

The performance indicators should be compared to the budgetary assumptions and revisions to sales targets and production levels should be made as appropriate.

I hope this submission meets with your approval but if you require any further information or explanations please do not hesitate to contact me.


In summary

This series has looked at the individual elements of an operating budget, its compilation and how to submit it for approval. Whilst we don’t know the final decision made by the budgetary committee there are plenty of fruit smoothies on supermarket shelves today – maybe one is there as the result of our scenario!

* Sales volume figures in the production forecast:

**           9,046 rejected units x £5.10 per kg x 0.2kg per unit = £9,226.92

*** Wholesale price increase:

£4.60 – £2.15 = £2.45

£2.45 ÷ £2.15 x 100 = 114% rounded to the nearest whole %

This year’s actual average per kg:

£5.10 ÷ 115 x 100 = £4.43

For more Professional level study materials: Professional study tips

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Browse the full range of AAT study support resources here

What job can I get with an AAT qualification?

This content is brought to you by Kaplan.

AAT is one of the most popular and accessible routes into finance, with more job opportunities opening up as you progress through each level. But what kind of jobs?

AAT is made up of three levels: Foundation, Advanced, and Professional, plus a series of Bookkeeping courses.

Below we list some of the great careers available to AAT members.

Firstly, what qualifications do I need to study AAT?

None. You don’t need any prior qualifications or accountancy experience to begin studying AAT. Anyone, from school leavers to career changers, can start the qualification. Kaplan offer training for all entry levels.

What type of job could I get?

There are a whole host of career paths ahead of you if you embark on a course with AAT. Here are just some of your potential options:

Bookkeeper

Bookkeepers allow businesses to have a full view of their finances at any time. They keep financial records up to date and accurate. They also deal with other tasks such as:

  • purchase orders/invoicing
  • sales accounting and credit control
  • financial admin
  • data processing
  • payroll accounting
  • preparing financial statements.

Average salary: £24,000 (reed.co.uk)

AAT course: Bookkeeping / Advanced Bookkeeping

“Job security levels have increased since 2011 – from 74% to 85%” – AAT Salary Survey 2019

Accounts assistant

Accounting Assistants are a key function of the Accounting department. They perform tasks such as:

  • processing and recording transactions
  • preparing reports and budgets
  • act as a go between for clients and suppliers
  • fact checking
  • filing
  • admin.

Average salary: £19, 500 (AAT Salary Survey 2019 )

AAT course: Foundation or Advanced Level

Payroll Manager

Payroll Managers are required to be responsible for the payroll team. They deliver training and supervision to ensure legislative compliance.

Essentially they are the link between finance and HR, and address any payroll issues that employees may experience.

Average salary: £37,000 (indeed.co.uk)

AAT course: Professional Level

“77% of students agree that studying for the AAT has increased their earning potential” – AAT Salary Survey 2019

Finance Analyst

Financial analysts typically work in banks, pension funds, insurance companies, and other businesses. They advise businesses and individuals on investment decisions.

The work involves the assessment of stocks, bonds, and investment performances.

Average salary: £36,000 (Glassdoor.co.uk)

AAT course: Professional Level

Tax Manager

They create, implement and oversee tax plans for their clients, which can be businesses or individuals.

Their primary goal is to accurately manage clients’ tax reporting for compliance.

Average salary: £57,000 (totaljobs.com)

AAT course: Professional Level

Chartered Accountant

Completing Professional Level with AAT gives you exemptions if you decide to continue with your studies in order to become a fully chartered accountant. This means you can fast-track your route to Chartered status compared to those who have not started with AAT, as you could be exempt for up to 6 papers for certain qualifications. These exemptions apply to CIMA, ACCA or ACA (ICAEW).

These are world-renowned qualifications, which can bring huge benefits for your status and career.

Average salary: £35,000 (reed.co.uk)

AAT course: Professional Level and beyond

“92% of AAT Licensed Accountants who are purely self-employed say they are ‘very’ or ‘quite’ satisfied” – AAT Salary Survey 2019

Plenty of options to specialise

The AAT Professional Diploma lets you choose from 5 options. This gives you the chance to become an expert in your chosen field; Tax, Audit or Credit Management.

Combined with the knowledge you’ve already developed, these specialisms will vastly enhance your career prospects.

Boost your earnings

Whilst overall earnings vary according to level, location and experience, gaining AAT qualifications has been proven to impact your salary.

It can also bring greater responsibility in terms of your career and enhance your CV, making you more marketable.

Learn from the best, be the best

Whether you’re a learner or employer, at Kaplan we offer the full range of AAT options, driving you to succeed. We have:

  • 70+ years training accountancy
  • 75 FTSE 100 firms using our services
  • 45,000 students per year
  • 8 out 10 top accountancy firms using our services

So what are you waiting for? Carve out your AAT career with us now.

Opinion: what are the prospects for more devolved taxes?


Sharon Blain, Tax Director at PwC, says local councils may well seek to have more control over tax-raising powers.

It is entirely possible that we will see a further divergence in the tax position across the UK’s nations and regions.

At the moment, the decentralisation of the UK tax system is a work in progress.

Since 1997, several taxes have been brought into the control of devolved administrations, some fully (land transaction tax) and some partially (income tax).

With VAT, National Insurance, Corporation Tax and Income Tax there are significant political and practical constraints to further devolution. Given the current political landscape, we are unlikely to see major changes to these in the short term.

But there remains an appetite for change, both in the devolved administrations and at local government level.

Short-term options for more change

In the short term, divergence in two areas can be expected.

Firstly, devolved administrations will continue to use their existing powers to create separate tax environments to suit local circumstances, such as the divergence in income tax rates in Scotland.

Secondly, they may seek to use their power over local taxes (such as business rates and council tax) to focus on local priorities, including economic growth or the reduction of inequality.

Local powers

The choice of making changes to local taxes or introducing new ones (such as tourist taxes or workplace parking levies) rests with the devolved administrations, so we should expect further divergence here.

On the flip side, the introduction of new taxes (such as the proposal in Wales to introduce a vacant land tax) does need agreement from the Treasury. In this context, the path of least resistance – making changes that do not require engagement with the Treasury – will likely be more attractive.

With increased attention on local issues and concerns, it follows that devolved governments and local councils may well seek to have more control over tax-raising powers.

Urging caution

Further devolution of taxation is inevitable and offers the potential for regions to have greater control. I do not think that we’re far off seeing regional tax setting in England.  If anything, it’s a natural consequence of our current direction of travel. However, I worry greatly that this will be at the expense of simplicity.

Brian Palmer, AAT Tax policy advisor

What taxes have been  devolved so far?

How much devolution has taken place so far?

Scotland

  • Stamp duty land tax, landfill tax, and income tax (except for the personal allowance).
  • Air passenger duty and the aggregates levy.

Wales

  • Partial income tax powers (as of April 2019 – UK income tax rates will be reduced by 10p in each band, on top of which the Welsh Government will set its own Welsh rate of income tax for each band.
  • Stamp duty land tax and landfill tax (2018).

Northern Ireland

  • Plans to devolve corporation tax have been postponed indefinitely due to the collapse of power-sharing in Belfast.

English local authorities

  • The UK Government wants all revenue from business rates to be retained by local government, but there is no confirmed timeline for full implementation.

In Summary

Over the medium term, there is likely to be further delegation in the field of taxation. But the major challenge remains leaving the EU, so it will be a case of evolution, not revolution.

Read more on tax as part of our #AATPowerUp Tax 2020 campaign for September and October;

Will the UK become a tax haven after Brexit?

Jacek Szufan, manager, VAT service delivery at TMF Global, predicts the UK’s tax future post-Brexit

Tax is one way the UK will continue to attract inward investment after we leave the EU.

It’s a tactic that has been put to good use over the past decade.

Corporation Tax has fallen from 30% in 2007 to 19% at present, with a further reduction planned for 2020. Moreover, Corporation Tax is one of the instruments the UK Government can adjust independently, as rates are not yet harmonised by the EU.

So, whether or not Brexit happens, opportunities exist to help make the UK more attractive from a corporation tax perspective.

VAT is straightforward

The UK’s VAT system has also been relatively free from excessive administrative complexity, which helps with its attractiveness.

This is borne out by a Tax Foundation study that analysed the number of hours businesses spend on complying with VAT, in which the UK ranked fifth among all EU countries.

The recent introduction of Making Tax Digital should make this compliance process even simpler. (Editor’s note: some argue that VAT should be further simplified after we leave the EU.)

Maintaining a balance

It remains to be seen whether the UK will decide to adopt an aggressive stance to structuring taxation in the event of a no-deal Brexit.

Norway and Switzerland may give the best clues as to what awaits us outside the EU. These countries stand outside the bloc but are connected to the EU in many ways, and manage to maintain a balance in their relationships when it comes to the economy and taxation.

Better or worse

The UK is still the fifth-largest economy in the world and the second-largest in the EU, and many will be watching closely to see whether the UK is better or worse off after leaving the bloc.

Undoubtedly, there will be concerns that the UK could introduce lower taxation and a more accessible tax system to attract business investment.

EU member states should be reassured by the fact the UK has been instrumental in setting up measures against tax avoidance. The OECD’s base erosion and profit shifting initiative being the best example to date. This is why the UK is likely to tread very carefully, so as not to disrupt the balance that it helped to introduce on the international scene.

Summary

Like many other countries, the UK has struggled with some loopholes in its tax system, but there are not enough to classify it as a ‘tax haven’, and that is unlikely to change any time soon.

Read more on tax as part of our #AATPowerUp Tax 2020 campaign for September and October:

Why accountants need project management skills

Nikesh Valji, Accountant-turned-Finance Transformation Consultant, explores why project management skills are essential within modern finance teams.

Traditionally, digital transformation projects have been led by the IT team alone. In those cases, the only requirements were usually: ‘deliver the project on time and within budget’.

However, people and organisations have become more technologically savvy, especially within the finance department. Finance managers may now find themselves involved with transformation projects such as enterprise resource planning (ERP) implementations.

So in my opinion, they need to be part of the core project team.

Definition: Enterprise Resource Planning

(ERP) is a platform that integrates and automates the management of core business processes, including basic finance functions. It also provides a lot of real-time data on performance.

Finance is essential to ERP

Large ERP implementations affect all aspects of an organisation, with the finance team near the centre. So it stands to reason that a finance manager would be involved, to ensure the project was successful.

After all, they’re the one with the technical knowledge of the general ledger and the accounts structure – a key component of any ERP system.

The finance element needs to be right if an ERP project is going to work.

What about the reporting, forecasting and budgeting aspects of the finance manager’s role? An ERP implementation will impact all of them, which in turn increases the importance of the finance team’s requirements within an ERP project’s scope.

Finance experts in the project team.

The finance manager needs to appreciate and understand the project implementation process in some detail while getting to grips with how the new system will change the current processes and reporting schedules.

An example: a client of mine changed its general ledger transactional system to a group-mandated software solution. Although many schedules were available within the new transactional system, they sacrificed granularity as a result. Now, the team can’t get hold of the detail without spending even more time on a task – it’s become a very convoluted process.

This was a large oversight at the requirements gathering stage. Had the finance manager been properly involved in the project, right down to its scope and requirements, it might have been spotted in time.

Case study: Jannine Edgar, AAT

Jannine Edgar, AAT’s director of finance and operations, is a prime example of how finance and project management can converge.

Edgar’s role brings together ICT, finance, procurement and customer services. She began her career in management accounting but found herself drawn into projects as the finance team representative.

“Over the years, I got involved in all kinds of projects. From financial analysis, I could see the opportunities to do things like consolidate distribution channels and optimise retail centres. The next logical step was to actually oversee implementation of projects.”

That led Edgar to study project management through Six Sigma, opening up a pathway to the current role, running some big IT projects.

“ICT is a big expenditure for AAT. Having the financial perspective and service delivery together can help create good value investment and ensure we are fit for the future.”

Here’s a more positive example: a telecoms company needed to change its revenue recognition reporting due to the IFRS 15 accounting rule. This had a very large impact on how its ERP recognised revenue.

Happily, there were a number of qualified accountants on the project management leadership team, who helped explain and implement the changes needed within the ERP to become IFRS 15 compliant, while maintaining the current systems and processes.

In summary

Finance managers understand statutory reporting requirements – it’s a key part of their role. As the number of these projects around organisations grows, the need for accountants and finance managers to understand and appreciate the project management life cycle will only grow. It’s becoming a necessity.

Finance professionals are becoming more technologically savvy, the workplace is becoming more digitised and skillsets are changing and developing – many transformation projects are still on the horizon.

For more on the future of accountancy:

5 ways to combat tax procrastinators

Clients who wait until January to submit their yearly tax information are the bane of many accountants… Now Making Tax Digital means this process will crop up four times a year… Is there anything the profession can do to speed up self-assessment stragglers?

Ever heard about the taxpayer who couldn’t send their papers because they were “too short to reach the postbox”? Or the woman whose vertigo was so bad, it left her unable to go upstairs to fetch her tax return?

Such dog-ate-my-homework apologies (both genuine excuses received by HMRC) hint at a sorry truth: people really don’t like doing their tax returns.

And Making Tax Digital will require the self-employed to delve into their taxes four times a year. Can anything be done to entice these procrastinating clients to hand their info over earlier?

Here, two experts reveal their tricks-of-the-trade…

1. Create a tax return schedule

Your clients don’t need to assiduously complete their tax return on 6th April, but most accountancy firms send gentle reminders throughout the year nudging them to get their skates on early.

“We send clients emails which set out a timetable including when the return is due, plus any other information they need,” says Sean Glancy, VAT & indirect taxes partner at UHY Hacker Young.

You can then remind them to stay on top of the tax return timetable in ongoing communication.

Smaller practices in particular can excel at this, says Glancy: “The beauty of being a smaller firm is that you see your clients regularly and know them very well. Therefore, you can make them fully aware of what needs to be done [with tax] and what the consequences are.”

2. Keep clients fully informed

As Making Tax Digital (MTD) shows, tax legislation is an ever-evolving beast. It’s important to communicate such changes to clients when they are announced so it doesn’t cause confusion with self-assessment later on, says David Francis, tax investigations officer at Grant Thornton.

“For example, when new housing regulations come out, we inform our clients in the property sector about how these rules will affect them,” he says.

Keep clients in the loop about ongoing changes in tax policy and requirements, so they can keep accurate records in the required format throughout the year. When the tax return deadline looms, they should be a bit clearer on what you need from them, and how they can lay hands on it.

Making Tax Digital Hub

Keep up to date on all things MTD related through our dedicated MTD hub. We’ve gathered all resources, articles and policy updates in one place, so you have everything you need at your fingertips.

Read more at our MTD hub

3. Reward clients for filing on time

Although there are some clients who systematically input every receipt into a spreadsheet and hand over their statements in mid-April, these are a rare breed. To cajole customers into filing earlier, such as in the quieter summer months, you could offer a sweetener like reduced rates.

It’s a method previously used by Grant Thornton. “To incentivise some clients we have previously offered an early filing discount, but this varies on a case by case basis,” says Francis.

4. If all else fails, shock them

HMRC penalties for late tax returns are somewhat sobering: £100 for a late return, followed by £10 extra per day it’s still overdue after three months. But even this hasn’t quite been enough to get everyone hitting the deadline; in 2018/19 HMRC pocketed a record £860m in fines, up by a quarter from the previous year.

It’s important for accountants to convey the gravity of these fines, says Francis. “There’ll always be a section of our emails and letters that informs people of the financial implications of not filing on time.”

“We don’t want to scare our clients, but the [threat of penalties] can be used as a stick,” says Glancy of UHY Hacker Young. “We make clients aware it doesn’t matter if you’re late by a day, or an hour, these fines are still draconian. One client was fined £22,000 despite only filing 30 minutes after the deadline.”

5. Prioritise the extreme self-assessment stragglers

As the ‘dreadline’ looms, Glancy cautions: “If you think certain clients will be particularly late, prioritise them.”

It can be tempting to dive into the work already on your desk, but careful management of your procrastinators will head off a last-minute panic. So the key here is to get ahead of the problem.

“Don’t use email though. The best thing you can do is pick up the phone to encourage them verbally. It’ll stick in their minds more.”

On a positive note, HMRC revealed that over 93% of self-assessment taxpayers successfully filed their tax returns by the deadline in 2019. That leaves 700,000 people who missed the deadline (hopefully not one of your clients).

If your client does miss the deadline…

Fail to prepare and you prepare to fail… so what are your options if that deadline slips by? All of the following have been deemed acceptable reasons for filing late and can be used to appeal against HMRC’s £100 fine:

  • the recent death of a partner
  • an unexpected stay in hospital
  • your computer or software failing just before submitting, or even while you were preparing your online return
  • “service issues” with HMRC’s website
  • a fire preventing you from filing
  • postal delays

In summary

Remember, ultimately it’s the accountant’s duty to ensure clients file on time.

“The majority of people do leave tax returns until November and December, but we still get calls in late-January from people who haven’t got an accountant yet,” says David Francis of Grant Thornton.

“My advice to clients is even if you haven’t filed by 30 January, still go down the process, because it’s much better than burying your head in the sand.”

“We often receive information on the last day,” adds Sean Glancy. “It’s not ideal, but we will do our best to work with that; we’ll always fight our clients’ corner to the best of our ability. Ultimately, the penalties rest with [the clients]; there’s only so much that we can do…”

Read more on tax in general as part of our #AATPowerUp Tax 2020 campaign for September and October;

How the UK can straighten out taxes and raise more money


Complicated tax systems waste time and money and create hassle for everyone.

They lead to more errors and higher costs, less understanding, and ultimately lower compliance. Some would also argue they deter overseas investment.

So could we do better?

Change is possible according to Bill Dodwell, the tax director of the Office of Tax Simplification (OTS). Here’s how.

Simplify or replace?

Some argue in order to have a tax system fit for the 21st century, it’s necessary to start again.

The Mirrlees Review from the Institute for Fiscal Studies set out thinking along those lines.

However, as the Office of Tax Simplification (OTS) has pointed out, making major changes to the tax system in the UK would itself increase complexity through the transition.

It’s not the way to go.

Working with what we’ve got

Steps to achieving a simpler tax system in the 2020s need to work with the existing tax system.

The Personal Tax Account needs to become the main interaction between taxpayers and HMRC.

This requires investment – but the prize is a system that would be simpler and less costly for both HMRC and taxpayers.

Let HMRC collect more information

One of the big steps needed is to mandate greater information reporting to HMRC.

Taxpayers would derive huge benefit if they could see all their income sources and, where relevant, expenses, in one place.

Some data will need to be supplied by taxpayers but much will come from employers, banks, pension companies, charities and platforms and other engagers of the self-employed.

Simplifying tax for the self-employed

Self-employment has grown in popularity over recent years. Around a third of income tax-payers now complete an annual tax return.

Filing a tax return works for many. However, some of those working freelance or in the gig economy might welcome alternatives.

For example, they could find it better to report information and pay tax to HMRC periodically or on the completion of work assignments, rather than only through self-assessment.

The OTS has just launched a study on aspects of reporting and paying tax.

The outcome for taxpayers should be easier understanding of their income, tax liabilities and tax credits – as well as the ability to share data with other software and apps, such as budgeting software. 

AAT accountants oppose change
AAT members disagree about the best approach to simplification. A survey of Licensed Accountants said the OTS’s proposals would increase work, add complexity and bring few benefits.

Read what members say here.

HMRC should set out the vision

This vision needs a roadmap from HMRC into which data providers and others can contribute.

We will need to move to use of a single reference number to link everything accurately, such as the National Insurance number. 

That way, everyone can understand what data will be needed, the format, and when it will be required.

In summary

We can achieve that over the coming decade – with the right ambition and investment.

The promise of lower costs, less work and higher recovery make it a goal worth pursuing.

Read more on tax as part of our #AATPowerUp Tax 2020 campaign for September and October:

Photo by Immo Wegmann on Unsplash.

Why you’re working for free and how to stop

Have you ever agreed a price for a job, only for the client to move the goalposts at a later date – forcing you to work more hours for the same fee? You’ve been a victim of scope creep.

So-called scope creep is the scourge of many small business owners, most of whom feel unable to ask for more money in case they lose clients.

Luckily, there are ways to avoid being caught in the scope creep trap.

What is scope creep?

Coined by project managers, the term scope creep refers to any situation when the scope of a project changes and creates more work for those delivering it.

This could be because a client adds on new requests to the initial job, changes their mind on what they want, or asks for the work to be done quicker.

What causes scope creep?

There are lots of reasons why scope creep can become a problem and it’s not always the client’s fault.

In cases where you’re handing the work to an employee, for example, neglecting to properly explain to them exactly what’s needed at the outset can lead to costly misunderstandings.

More often, however, it’s due to a lack of clarity around what the client wants.

According to a 2017 survey by the Project management Institute, 37% of project failures globally are due to poorly defined objectives and milestones.

Other common causes of scope creep include a lack of clarity about the clients needs; failure to include strategies for billing extra work; and a lack of understanding on your part about how much work the project will involve.

Key takeaways:

  • scope creep is not always the client’s fault
  • minimise the risk of scope creep by making sure everyone involved knows what’s required.

What can I do when a client moves the goalposts?

Nobody wants to work for free. But nobody wants to lose clients either.

That’s why so many accountants and bookkeepers end up accepting the extra work that comes with scope creep, and simply working for free.

However, agreeing to unreasonable requests will devalue your work and may also lead to the client having unrealistic expectations going forward.

So it’s important to take a stand if you recognise the conditions of a job are becoming unacceptable.

Ways to do this include offering to take on a new target but only if another can be dropped, and offering to do the extra work for an additional fee.

Key takeaways:

  • agreeing to unreasonable requests will devalue your work
  • offering to replace a less critical part of the work with the new requirement is one way to manage scope creep

Five ways to avoid working for free

Following these five steps will help you avoid having to choose between working for free and having an awkward conversation with a client.

1. Define the job and record the requirements

Achieving clarity at the start of a piece of work is the single-most important thing you can do to prevent scope creep.

Talk to the client to find out exactly what’s required, and resolve any conflicting points between individuals on the client team ASAP.

Then think long and hard about what delivering the work will mean for you in terms of both time and resources.

Create a document that sets all this out and share it online so everyone can review it and confirm their agreement.

“It’s important to get as much detail set out at the beginning as possible,” said Raffi Cherbedjian, a life coach who runs his own business, Cabinet Somatopsy.

“Sometimes clients don’t really know what they want or need, which will create problems later on.”

2. Anticipate changes and set related charges

Time does not stand still, and anything from government policy changes to a new chief executive could impact the requirements of a piece of work.

Anticipate this – and lower the chances of you ending up out of pocket – by outlining clear guidelines for extra charges that will be payable if changes are made.

“Set out how much it will cost the client to make any changes to the agreed plan,” Cherbedjian said.

“If they know it will cost more, there should be no disagreement over paying the bill.”

3. Establish a clear schedule

Once you know what you have to achieve, make sure everyone is also clear on when it needs to be done.

Leave a bit of room for ironing out any issues that arise where possible.

If it’s a long-term job, it also makes sense to ask to meet with the client at regular intervals to ensure you are on the right track.

4. Check everyone is on the same page

Once you think you have a good understanding of the work involved, go back to the client with your project schedule and ensure all the elements they expect to see are included on your task list.

If you are speaking to one member of a management team, it’s also a good idea to ask them to check the other members of that team share the same vision and expectations.

“You need to make sure they understand what they are asking for and what that will involve for you,” Cherbedijian added.

5. Talk to your team

If you are going to be working on the job with colleagues, the final step you should take to avoid scope creep is to discuss it with them.

Make sure they know they can come to you if it becomes clear an element of the work is not achievable under the terms set out in the task list.

In summary

Failing to manage scope creep can devalue your work and eat into your profits.

Avoid working for free from now on by making sure everyone involved is clear on the project goals, schedule, and consequences for changing requirements.

Read more on working in a productive and healthy way:

5 ways HMRC could plug the tax gap

Taxing smokers, drinkers and drivers just doesn’t bring in the money it used to. We look at five big moves the Government could make to plug the tax gap.

Taxing the British public used to be easy.

For decades, governments could squeeze cash from smokers, drinkers and gamblers by slapping them with ‘sin taxes’. Environmental levies cajoling industry to switch to greener energy solutions also boosted national coffers. The likes of stamp duty, congestion charges and fuel taxes also irritated people, but they generated finances that could be pumped into healthcare and infrastructure.  

However, the UK’s tax revenues have been drying up.

The £35 billion tax gap

Healthier lifestyles have seen HMRC collect less money from ‘sin taxes’. For example, we’re incentivised to drive cleaner cars, rather than taxed, and we’ve been obeying. This rising eco-consciousness means factories and power stations use less fossil fuels, which makes for a happier environment, but less ‘sin taxes’ for HMRC.

The British housing market is also at its weakest point in a decade – not good for stamp duty fans.

This and more has resulted in the UK’s rising tax gap – the difference between what should be paid to the government in taxes and what’s actually being received.

HMRC indicates the shortfall is £35bn – the nation’s highest tax burden in 50 years, according to the Taxpayers’ Alliance.  

So, the UK needs more money. But where will it come from? Here are some of the tax solutions currently being proposed…  

1. Taxing multinationals & tech firms

For: HMRC estimates large UK and international firms owe them £27.8bn in unpaid tax, with US multinationals accounting for 17% (£4.6bn).

Although a new digital services tax (introduced in April 2020) will tax 2% on the revenues of search engines, social media platforms and online marketplaces, many feel it’s too modest. The government claims this tax will raise an annual £400m but this is just a small fraction of the pot of gold available.

Against: It could irk the tech titans, who may move their HQs to the continent – an increasing possibility, post-Brexit. It could also cause problems for British workers employed by these firms.

2. Revising UK property taxes

For: Landlords and overseas owners of UK property are taxed lightly compared to other countries around the world. This was highlighted recently when American hedge-fund billionaire Ken Griffin bought two London homes for £195m. The amount of council tax he’ll pay on both properties? Just £2,842 a year. Then, there’s the thorny issue of stamp duty.

AAT has previously recommended that stamp duty liability switches from the buyer to the seller, which would not only help first-time buyers, but also save taxpayers £670m a year.

Against: Opponents argue reforming property taxes could suffocate the top end of the market and discourage landlords from investing.

3. Raise the pension age and cut benefits

For: Increasing the state pension age is a surefire way to boost revenues. The government plans to increase retirement age for men and women to 67 by 2028, estimated to bring in an extra £11bn from income tax and National Insurance contributions.

With the typical retiree enjoying a household income twice that of working-age adults, many feel pensioner perks should be scrapped too. Politicians have discussed removing winter fuel allowance, along with free TV licenses for over-75s. Less controversially, AAT has suggested raising the eligibility age for free eye tests and prescriptions from 60 to 67, which could yield savings of £1bn.

Against: Political parties are reluctant to cut pensioner benefits, because of their high voter turnout (84% of over-70s voted in 2017’s general election compared with 57% of 18-19-year-olds).

4. More environmental taxes

For: With environmental taxes raising £48.9bn a year (40% paid by households), other eco-taxes aimed at the public have so far been mooted, such as customers paying taxes on any flights taken, plus a 25p ‘latte levy’ on disposable coffee cups.

Against: Eco-taxes aimed at the public tend to be unpopular, as shown by the gilets jaunes (yellow vest) movement in France (who started protesting against rising fuel taxes). Flight taxes would penalise less-frequent travellers, such as those taking one holiday a year. A latte levy could also deter people from visiting the high street, at a time when retailers are struggling.

5. Find more ‘sin taxes’ 

For: Last year the government introduced its sugar tax on soft drinks. Aimed at tackling the nation’s obesity problem, the levy could extend to other products. Earlier this month (September), researchers writing in the British Medical Journal  suggested public nutrition could be improved with a 20% ‘snack tax’ on cakes and sweets.

Meanwhile, with the World Health Organisation declaring red meat a carcinogen, some (such as the Green party) have called for a further tax on meat products such as beef, lamb and pork.

Against: Any levy on snacks or meat would be contentious. As with the sugar tax, the greatest impact of rising prices would be on lowest income groups.

Boris Johnson isn’t keen on them either; earlier this summer he said he vowed to freeze ‘sin taxes’ if he became prime minister.

In summary

Taking money from people’s pockets is never popular. Nor is it easy. There are downsides to all the solutions available to Government. But with a £35 billion hole in its finances, controversy may be a small price to pay to plug it.

Read more on tax as part of our #AATPowerUp Tax 2020 campaign for September and October;

Power up your tax knowledge with AAT

Autumn is the season for tax. With the budget and it’s inevitable changes, as well as the ‘bigger picture’ reforms that promise to change work, business and everyday life. There’s a lot going on.

As part of our #AATPowerUp content series, we will be focusing on tax as a whole. Over the coming weeks, we’ll be providing content to give you an insight into what changes lies ahead for you as an accountant.

Tax over the next decade

Tax is going to be used to change our behaviour in many ways, starting very soon. Even if your job doesn’t directly involve taxation, you are likely to be affected.

  • MTD and digitisation – MTD has already got everyone talking about digitisation, but the next phase is going to be even bigger. We look at when it is likely to happen and the practical challenges that need to be addressed.
  • Green taxes – The government has made the environment a priority, and there will be a deluge of new green taxes to change the behaviour of consumers and businesses. If it’s going to work, it’s got to be fundamental. We look at the options.
  • More tax trends:

Key technical updates

  • IR35 in the private sector – HMRC’s IR35 scheme was intended to stop employees being disguised as contractors to get tax breaks. It was highly contentious when it was introduced in the public sector. Soon it will be extended to the private sector. Employers need to be alert to the dangers of higher costs and skills shortages – and the risk of fines for non-compliance.
  • Reverse-charge VAT – The CIS reverse charge for VAT will shake up payments and liabilities throughout the supply chain of the construction industry. We’ll explain the changes and what they mean.

Where will the Government get its money?

Threats and opportunities lie on the horizon as the population changes and the UK exits the EU.

  • Filling the tax gap – An ageing population is set to cost is more in future. At the same time, tradition duties from fuel and cigarettes could fall. We’ll explore the options to fill the gap.
  • Simplifying the tax system – complex taxes just create headaches for everyone. Overhauling annual returns and the Personal Tax Account offers significant gains.
  • How tax will shape up after Brexit – should Britain seize the chance to make Britain more attractive to investors?

Study support

Tax is always one of the more testing areas for AAT students. So we will have study support content looking at some of the areas that pose most content difficulties.

We hope you find this content useful. Feedback is always welcome via social media or our email address: [email protected]

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