The magic of mentoring trainees

How one local authority supports its AAT trainees and apprentices through mentoring, buddy schemes and more.

When Worcestershire County Council (WCC) revamped its apprenticeship scheme they also realised they needed to change the way they supported their trainees too.

Last year the council gave Finance Business Partner Phil Morgan (who had recently completed his CIPFA qualification) the task of line-managing the apprentices, as well as helping ensure both WCC and trainees were getting the most out of their apprenticeship.

From establishing ‘buddy schemes’ to safeguarding trainees’ mental health, here Morgan and other WCC managers tell us how they are giving their apprentices the support and advice they need.

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Establish forums for trainees to voice any concerns

Morgan: “Alongside line-managing apprentices, I also act as a link between them and the college/training provider, where I can raise any issues they have. There’s a Teams group where trainees can post questions. We also have monthly meetings where trainees discuss how their apprenticeship is going. After initially chairing these meetings, I gave each trainee an opportunity to host them. Now, they’ve taken it over and host without me!”

Start a ‘buddy scheme’

Morgan: “At WCC, we have a ‘buddy scheme’. This pairs a new apprentice with somebody who has recently completed AAT a year or so before them. The trainee can call upon this buddy to talk about their studies, plus it also gives them an idea of what they could achieve.”

Charlie Spain, Audit Assistant; AAT Level 4 apprentice: “My buddy is Jake, who has recently finished AAT Level 4. He’s two years older than me (I’m 20) and we get along really well. As an apprentice, sometimes you don’t feel comfortable approaching managers with a question in case you look silly. But I’m fine putting these questions to Jake. His insight has been invaluable; I don’t think I could get this kind of advice from anybody else.”

Help apprentices see the relevance of their studies

Morgan: “If apprentices are studying VAT, I’ll show them how it relates to the workplace, by sending reports WCC is working on. Whenever our financial statements are published, I’ll show them so they can make links with what they’ve been studying.”

Webinars are good too

Kate Goldey, Finance Business Partner: “At WCC, we have regular ‘Lunch & Learn’ sessions, which are themed webinars hosted on Microsoft Teams. While apprentices are eating their lunch, they can listen to colleagues talking about VAT or debits/credits, with the opportunity to ask questions. There’s no free lunch, sadly, but it gives a fantastic insight into what people do at WCC.”

Identify where your apprentices need help the most

Morgan: “Although most AAT students feel comfortable with the qualification, some are not sure how to approach the end point assessment (EPA) and portfolio. Make sure they understand the professional discussion [an hour-long discussion with an AAT assessor where apprentices reflect on their portfolio] is a friendly chat, and not something to be afraid of.”

Sarah McDonald, Senior Finance Business Partner: “Make sure you help apprentices with their portfolio and don’t rush it. Sometimes learners underestimate what a big piece of work it is.”

Sian Killoran, Senior Finance Officer; AAT Level 4 apprentice: “I was recently struggling with Excel. So, I booked some time with my manager, who spent some time showing me some shortcuts. It’s really helped in my exams.”

Advice for line managers: have regular catch-ups (and a stash of chocolate!)

Godley: “We have weekly one-to-ones with apprentices to check they’re okay. However, don’t micromanage them! Also, try to make things fun. At the start of every team meeting we have quizzes where somebody wins a chocolate bar.”

Be aware of changes to mental health

Morgan: “Inevitably, there are crunch times such as preparing year-end accounts where trainees feel under pressure. Hopefully, they know they can speak either with me or their buddy.

If they are stressed, try to assure them this is likely to be a short-term problem. For example, if those financial statements are published one day late, it’s not the end of the world! Your mentees should also feel comfortable speaking with you about non-work-related issues without worrying how they’ll be perceived. No subject should be off-limits.

Thankfully, WCC has mental health first-aiders, while there’s wellbeing support on our staff intranet. If you see somebody struggling [with their mental health], signpost them to professional help.”

Spain: “I feel like I can go to anyone at WCC, especially in terms of mental wellbeing. If there was ever a problem, I wouldn’t hesitate to speak to someone.”

Realise the mentor can get just as much from mentoring as the trainee

Morgan: “Some managers might look at mentoring and think ‘This will take up all my time’. But mentors can also learn from the people they’re supporting. I think I’ve become a better manager because it’s helped me understand how apprentices’ brains work and how different personalities approach situations.

Personally, I’ve improved my skillset through mentoring and found it to be extremely rewarding… It also feels great to see your apprentices progress and become more independent. The best moment is when their first exam results come in: you can’t help but feel proud.”

Read more about Worcestershire County Council

A case study in running a successful AAT apprenticeship

How Worcestershire County Council built its talent pipeline.

Why AAT is the perfect fit for our trainees

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“Pioneering, tech-savvy and employer-focused”: Why AAT is the perfect fit for our trainees

The finance team at Worcestershire County Council explain how AAT qualifications are driving the success of their apprenticeship scheme.

Previously, Worcestershire County Council (WCC) talked about how they are currently building a pipeline of future accounting talent through their apprenticeship scheme. Here, the council’s employers/managers tell us how AAT qualifications have helped its new workers progress within the organisation and secure permanent roles.

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Employers and managers

We value AAT because its new syllabus equips trainees with the skills and knowledge needed to navigate today’s ever-changing business world

Steph Simcox, Deputy CFO: “Ever since I’ve worked with AAT, they’ve always been forward-thinking and recognise the world is changing. Because they anticipate trends so early, it helps students get ready for what the working world will be like in four to five years. For example, today we’re having conversations with AAT about AI and how it’ll affect accountancy. It illustrates what a pioneering, student-focused organisation they are.”

Sarah McDonald, Senior Finance Business Partner: “The AAT syllabus recently changed [AAT Q2022] to focus more on business strategy and tech skills. It’s perfect for local authorities such as us. Because we’re public sector, we don’t work on profit and loss. Therefore, the type of IT and business skills that AAT teach are paramount. It helps trainees realise accountancy isn’t just about bean-counting anymore…”

… it produces students like this savvy trainee

Simcox: “I recently gave one of our AAT trainees a task which involved summarising spreadsheets. Instead of that, she suggested creating a new salary database. We use this system today and it probably saves us around six hours of working time! It’s a testament to her creativity and inquisitiveness, but also the skills she learned at AAT.”

… the training is instantly relevant to the job

Christopher Bird, Chief Accountant: “I did a university degree, followed by a chartered qualification. I felt I had loads of good technical knowledge from my chartered qualification, but when I started working as a purchase clerk and was asked to do double-entry bookkeeping, I didn’t know what to do! By comparison, our AAT trainees come in and their skills are much more married to the job.”

… it knows what employers want and it meets employers’ needs

Simcox: “AAT isn’t just interested in students, but employers too. When the relationship between us, the AAT and our college/training provider works well, it gives a well-rounded offering to the students.”

… we also studied AAT and still apply what we learned today

Richard Stocks, Senior Finance Business Partner: “I credit AAT with giving me the building blocks to progress my career and I’m always using skills that it taught me, such as T-accounts. AAT has also helped me challenge information – I still recall the ‘five Ws’ (“Who, What, Where, When, Why) – and encourage others to think outside the box. This lateral thinking can be crucial when working for public sector organisations, where we often need to think of different ways of supporting Worcestershire residents with the funding available. “

Kate Goldey, Finance Business Partner: “There is still stuff I learned through AAT 20 years ago that I use in my current job, such as T-accounts or double-entry… Most, if not all, our AAT apprentices end up being taken on as permanent members of staff. I can’t praise AAT enough.”

Apprentices and trainees

We value AAT because it allows our bosses to trust our abilities in the workplace

Claire Prescott, Senior Finance Officer: “AAT gives employers confidence that you’ve got the capabilities to fulfil your role. It also gives you – as a student – confidence too.”

… it never throws you into the deep end

Prescott: “I started studying AAT Level 2 despite having no background in finance [Prescott is a former journalist]. AAT is brilliant at pacing the learning in incremental jumps, allowing students to steadily progress through accessible building blocks before reaching more difficult topics.”

… it teaches us vital communication skills

Charlie Spain, Audit Assistant; AAT Level 4 apprentice: “Through the AAT’s professional discussion [where apprentices are required to reflect on their portfolio with an AAT assessor] I’ve had to build a portfolio and practise speaking to [WCC] managers in mock-interview situations. It’s really helped me get used to that side of the work environment.”

… its content and study resources are first-rate

Spain: “The amount of learning resources AAT has is incredible. There’s so much info on aat.org.uk that I never feel under-equipped entering exams. For example, the practice assessments are similar to AAT exams, while the quiz-style questions of the Green Light tests hugely broaden knowledge.”

… it raises our business awareness

Yen-Hua Tseng, Accountancy Assistant; AAT Level 4 apprentice: “I did a master’s degree in international business at the University of Birmingham and although there is some crossover, AAT makes me feel I need to learn more. AAT also teaches you it’s not just about knowing the numbers. You also need to be good at writing, communication and storytelling… If I had known an AAT apprenticeship was an option 10 years ago, I probably wouldn’t have done my master’s degree.”

Prescott: “Having done AAT qualifications, I realise it’s not all about the numbers. There’s so much more to being an accountant today: analysis, explanation, being able to communicate to people what’s happening with the accounts. AAT helps you become this rounded professional.”

… it’s making me more curious about the workplace

Sian Killoran, Senior Finance Officer; AAT Level 4 apprentice: “Since studying AAT, I ask more questions at work. Previously, I would have just accepted that’s how things are done, but now I’m more of a ‘tell me why…’ person. I think my line manager appreciates me being so interested, as it helps solve problems if more than one person in a team knows the info needed.”

Spain: “AAT has taught me to become more curious. When we recently covered the Data Protection Act through AAT, it encouraged me to learn more about this legislation outside of work.”

… It offers a seamless transition to CIPFA

Roxanne Small, Finance Business Partner: “AAT hasn’t just prepared me for CIPFA, but for a job too. I was also exempt from the first year of CIPFA because I’d already studied much of it at AAT… Somebody who hasn’t done AAT may struggle with CIPFA.”

… it’s made me more confident at work

Maria Regla Garcia-Bernal, Assistant Internal Auditor; AAT Level 4 apprentice: “Since working in audit, I’ve realised it’s a department where you need to know what you’re talking about. This is where AAT really helps me: it gives me the confidence to know what is right or wrong and I feel less stressed in situations too.”

Read more about Worcestershire County Council

A case study in running a successful AAT apprenticeship

“We’re creating our own CFOs and leaders of the future”

The magic of mentoring trainees

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Shortlist for the AAT Impact Awards 2024

We’re excited to celebrate members of AAT’s inspiring community. Find out who’s shortlisted for the AAT Impact Awards 2024, which are awarded on Friday!

Connect and celebrate with the vibrant AAT community. This year’s Impact Award ceremony takes place at AAT Connect at The Brewery in central London on Friday 8 November. We’re looking forward to highlighting many of your great achievements there.

Award categories

AAT Excellence Award

  • Hayley Baxter MAAT AATQB
  • Jessica Brindle FMAAT
  • Clare Elliott FMAAT 
  • Sanjay Kumar Sah FMAAT
  • Rachel Spence MAAT

The AAT Excellence Award will be presented to an individual who has been hugely impactful in their career to date. They’ll be able to demonstrate how they’ve influenced change in their business, for example, spearheading sustainability initiatives or a rapid progression through the ranks.

AAT One to Watch Award

  • Aled Hopkins AATQB
  • Julie Spence AATQB
  • Jennifer Tiny-Knight AATQB     

Sponsored by Intuit Quickbooks, the AAT One to Watch award acknowledges and celebrates an individual who is early in their career but has already made an outstanding contribution to their workplace and has shown exceptional progress in both their skills development and studies. 

AAT Inspiration Award

  • Kyle Armstrong MAAT 
  • Rosie Berridge FMAAT
  • William Boardman MAAT 
  • Ellis Harris-Boulter MAAT AATQB
  • Lauren Russell MAAT

The AAT Inspiration Award will be presented to someone who has inspired others to level-up in their careers. It will be someone who goes above and beyond their remit with passion – supporting peers, colleagues, students or mentees and encouraging them to achieve their best. 

AAT Influence Impact Award

  • Rosie Berridge FMAAT
  • Eve Jones FMAAT

The AAT Influence Award will be presented to someone who has helped spread the word about AAT’s value to influential people in the industry – advocating to others how AAT increases the resilience of our profession, drives up standards, and helps businesses succeed.

AAT Triumph Award

  • David Bennett MAAT
  • Deepika Deepika AATQB          
  • Carlene Pearson AATQB
  • Abigail Taylor MAAT

The AAT Triumph Award will go to someone who has had to overcome several challenges and obstacles along their AAT journey, demonstrating personal resilience every step of the way. 

AAT Global Champion Award

  • MD Rashed Ahmed FMAAT
  • Paul Lyn FMAAT

The AAT Global Champion Award will be awarded to someone who has helped to widen the impact of AAT and/or drives the standards of the profession, across borders. 

AAT Professional Member of the Year (MAAT/FMAAT) Award

  • Majed Ali MAAT
  • Hayley Baxter  MAAT AATQB  
  • Ellis Harris-Boulter MAAT AATQB
  • Jarir Rahmani MAAT
  • Sanjay Kumar Sah FMAAT

Sponsored by Capium, the AAT Professional Member of the Year (MAAT/FMAAT) award recognises an AAT full or fellow member who has demonstrated outstanding achievements and success in their role since 1 April 2023 to date. They will have shown a commitment to their personal development and have utilised their AAT membership to help drive their success.

AAT Professional Member of the Year (AATQB) Award

  • Zara Farr AATQB      
  • Ryan Quick AATQB         
  • Deanna Williams AATQB

The AAT Professional Member of the Year (AATQB) award recognises an AAT bookkeeping member who has demonstrated outstanding achievements and success in their role since 1 April 2023 to date. They will have shown a commitment to their personal development and have utilised their AAT membership to help drive their success.

AAT Licensed Member of the Year Award

  • Majed Ali MAAT
  • Rosie Berridge FMAAT 
  • Tom Crompton MAAT
  • Andrew Smith FMAAT
  • Andrew Sullivan FMAAT

Sponsored by Sage, the AAT Licensed Member of the Year Award recognises an AAT licensed member who has demonstrated outstanding achievements and success since 1 April 2023 to date. They will have shown a commitment to their personal development and have utilised their AAT membership to drive their personal success and the success of their practice.

AAT Past President Award

  • Majed Ali MAAT
  • Mark Clayton FMAAT
  • Katarina Collins FMAAT
  • Carbolic Moroka MAAT
  • Andrew Murray MAAT AATQB
  • Mica Plange AATQB

The Past President’s Award celebrates the outstanding commitment and contribution to AAT’s strategy by an AAT professional member. The award recognises members’ achievements in enhancing the prestige of AAT in the industry and beyond.

AAT’s response to Labour’s 2024 Budget

‘SME growth has been left standing still again’ by the Chancellor’s first Budget.

This afternoon the Chancellor of the Exchequer, Rachel Reeves, delivered her first Budget since the Labour Government took office in July. It was delivered against a challenging economic backdrop, and followed the Chancellor’s earlier statement this Summer in which she announced a series of controversial measures to address what she said was a £22bn overspend in in-year departmental spending.

Video: Analysis from AAT President Michael Steed MAAT

Comment from AAT CEO Sarah Beale

“For the last 14 years, SME growth has either been standing still or going backwards. Unfortunately, today, it looks like it’s standing still.

“The Chancellor has protected the UK’s smallest businesses from the worst of the tax rises, but we’d like to see more detail on how the Government will deliver on the Chancellor’s promise to ‘expand opportunities’ for the UK’s 5.5m small businesses to grow.

“We are extremely disappointed that the new Government didn’t grasp the nettle it needed to today to press ahead with making professional body membership mandatory for all paid-for tax advisors.

“We simply can’t afford inaction on cleaning up the tax advice market. Labour should reconsider their priorities if they want to bank on future revenue from this source.”

Key announcements

In her speech, the Chancellor said that the Budget was focused on delivering on the Government’s mandate to fix the foundations of the economy and to deliver change; including supporting investment to deliver on the Government’s growth ambitions and to restore economic stability to the UK economy. The measures announced today include £40bn of tax rises which the Chancellor says is essential to deliver stability to the UK economy.

The full Budget documents setting out the new policy measures announced on Wednesday can be found here, and a summary of the main announcements can be found below:

Taxation

  • The rate of employer NICs will increase from 13.8% to 15% from 6 April 2025
  • The Government will also reduce the Secondary Threshold to £5,000 a year from 6 April 2025 until 6 April 2028, and then increase it by Consumer Price Index (CPI) thereafter
  • The Employment Allowance will be increased from £5,000 to £10,500, and the Government will remove the £100,000 threshold for eligibility, expanding this to all eligible employers with employer NICs bills from 6 April 2025

Small Business

  • The Government will bring forward a Small Business Strategy Command Paper in 2025. This will set out the Government’s vision for supporting small businesses, from boosting scale-ups to growing the co operative economy, across key policy areas such as creating thriving high streets, making it easier to access finance, opening up overseas and domestic markets, building business capabilities, and providing a strong business environment. The paper will complement the Government’s forthcoming Industrial Strategy and Trade Strategy

Education and Skills

  • The Government will invest £6.7bn of capital funding in 2025-26, representing a real terms increase of 19% from 2024-25. Of this, £950 million will be allocated for skills capital. The Budget allocates £300m for further education, designed to enable young people to develop skills they require to enter the workforce
  • In addition, £40 million will be invested to reform the apprenticeship levy into the growth and skills levy in order to meet the commitment to kickstart shorter and foundation apprenticeships in key sectors

Professional Standards

  • An £36 million will be invested in modernising HMRC’s tax adviser registration services and the Government will mandate registration of tax advisers who interact with HMRC on behalf of clients from April 2026. This will be legislated for this in a future Finance Bill.
  • The Government will require tax advisers to provide an Advanced Electronic Signature when making specified income tax repayment claims from 6 April 2025.

HMRC Services and addressing the tax gap

The Government has announced the following investment:

  • £1.4 billion over the next five years to recruit an additional 5,000 HMRC compliance staff, raising £2.7 billion per year in additional revenue by 2029-30
  • £262 million over the next five years to fund 1,800 HMRC debt management staff, raising £2 billion per year in additional revenue by 2029-30
  • £154 million to modernise HMRC’s debt management case system
  • £12 million to acquire further credit reference agency data to enable HMRC to better target their debt collection activities
  • £52 million to digitalise the inheritance tax service from 2027-28 to provide a modern, easy-to-use system, making returns and paying tax simpler and quicker

Other reactions

Here’s what other accountants made of the budget.

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The highs and lows of the Chancellor’s Budget, according to you

Although accountants see “some positives” in the 2024 Budget, some believe the “ramifications of higher NICs outweigh any positives“.

Capital gains tax hikes, increases to employer NICs, scrapping nom-dom tax status and a crackdown on umbrella company tax avoidance schemes were among the proposals announced by Chancellor Rachel Reeves on Wednesday.

In her long-anticipated Budget – the first Labour Budget in 14 years and the first by a female chancellor – Ms Reeves reiterated the ‘difficult decisions are needed’ rhetoric which has been the government line for weeks, if not months.

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Reeves has repeatedly said she needs to find an extra £22bn to plug the shortfall in public finances created by the previous government. But more recently, talk of the need to create £40bn via tax rises and spending cuts has dominated headlines.

Labour has consistently ruled out raising income tax, VAT and National Insurance (applied only to ‘working people’), meaning that Reeves had to look elsewhere for revenue-raising measures – something she’s claimed she has now done.

During her speech, the Chancellor said the Budget was about “responsible leadership in the national interest“ and added that the only way to drive economic growth was to “invest, invest, invest.“

The basic rate of Capital Gains Tax will increase from 10% to 18% while the higher rate of capital gains tax will increase from 20% to 24%. Meanwhile, employer NICs on salaries above £5,000 will increase from 13.8% to 15%. Employment allowance will increase from £5,000 to £10,500.

Other Budget measures which are likely to impact UK business and the wider economy include:

  • National Minimum Wage will rise to £12.21 per hour, with increases to the rates for 18-20-year-olds and apprentices – towards the ultimate aim of a single national rate.
  • £1bn Business Asset Disposal Relief to be retained but increasing to 14% from April next year and 18% thereafter.
  • Inheritance tax threshold frozen until 2030 and from 2027, inherited pensions to be included in inheritance tax.
  • Increase in Air Passenger Duty on private jets.
  • Existing 40% business rates for retail, hospitality and leisure will continue until 2025/26, but capped at £110,000 per business.
  • VAT on private schools from January 2025 along with removal of business rates relief.
  • £70bn investment in National Wealth Fund.
  • Creation of Skills England.
  • Modernise HMRC with new technology and additional staff.
  • The main rate of corporation tax remains at 25% along with publishing a Corporate Tax Roadmap.

So how has the Chancellor’s Budget gone down among accountants and bookkeepers? We asked several across the UK for their views.

Here’s AAT’s take on the Budget, including video commentary from AAT President Michael Steed.

“Ramifications of higher NICs outweigh any positives“

Dominic Bourquin, Partner at Monahans

Chancellor Rachel Reeves has delivered what she described as a plan to “restore economic stability… and deliver change“. That’s all very well when you alter Britain’s entire fiscal framework and raise taxes by £40bn. But surely this should result in higher growth figures than 1.5%? Somehow, she seems quite pleased with this, despite average UK long-term growth numbers being over 2%, so her figures don’t seem to add up.

Of course, Reeves is trying to protect the “working people” – by not increasing National Insurance (NI) contributions, Income Tax or VAT – and avoid a “return to austerity”. But it was only in the last few years that the Tories floated this NI idea, but rejected it because the OBR expected 80% of the cost to be passed to employees via lower wages and consumers via price hikes for goods and services.

There were some positives. Business rates relief for the retail and hospitality sectors – still struggling in the wake of COVID – provide some stability. So does the guarantee that corporation tax rates will stay the same, and annual investment allowance and R&D relief remaining unaffected.

But the ramifications of higher NI contributions will inevitably outweigh these positives. An overhaul of Capital Gains Tax (CGT) also makes it far less appealing to set up and conduct business on British shores and where Business Asset Disposal Relief previously allowed business owners to benefit from a reduced rate of CGT, Reeves’ plan to raise this to 14% in 2025 and then 18% in 2026 will be a blow for those who have worked hard through a turbulent financial market in recent years.

In short, it might just be that the working people on which the economy depends so greatly, are forced to pay the price of these promises.

Verdict: Ramifications of higher NICs outweigh any positives in the Budget.

Employer NICs change is a “tax on jobs“

Stephen Leonard, FCCA ACA MAAT, Partner, J L Winder & Co

In many ways, it was an ‘anti-climax’. There were no major surprises and although the headline figure of £40bn tax rises was used, two-thirds of this was from one measure and the rest spread over the term of parliament.

Employer NICs
The big tax rise is the change to Employer NICs which not only rises from 13.8% but also now starts at a lower level of £5,000. The impact of this change will be disproportionately felt by those sectors that employ many part-time, lower-paid workers, such as hospitality and small retailers. Whilst the increase in Employment Allowance from £5,000 pa to £10,500 partly offsets the increase for many small shops, pubs and clubs, the overall tax burden will increase significantly.

I believe that this is a tax on jobs and will lead to an increase in ‘cash-in-hand’ employment working practices, especially in the hospitality and small retail sector, and will also lead to a reduction in wage rises for many in the coming years.

CGT
The widely anticipated increase in rates arrived but maybe not to the levels that some were predicting. More unexpectedly, the rates for Residential Property were unchanged and all rates are now aligned for non-business asset sales.

Non-Doms
As per its manifesto, Labour has announced the removal of the Non-Dom status from April 2024. This will be replaced by a new ‘residence based regime’ although it’s unclear what that will be; presumably there will be some trade-offs in this to avoid a mass desertion from certain sectors where Non-Doms are prevalent.

Overall this was an expected ‘political’ Budget, with the former government blamed for their handling of the economy over fourteen years.

Whilst I was not enthused by the overall tone and direction of the measures, it wasn’t as draconian in some areas as predicted, However, the major losers will be small business and their employees who will eventually pay the price for the rises in employer NICs.

Verdict: It wasn’t as draconian as feared but I believe employer NICs is a tax on jobs.

“The ‘no tax on working people’ claim is semantics“

Alison Edward, Chief Balancer, Simply Balanced Solutions

The increase in employer NICs wasn’t a surprise, but the drop in the level at which it will be paid was bigger than I expected. This has luckily been offset by the increase in employment allowance which will minimise the impact of the increase for most small businesses.  

It remains to be seen if any of the other rules relating to eligibility for employment allowance will change, which will determine how many businesses will benefit from this increased allowance.

I was surprised that the chancellor didn’t extend the freeze on the personal tax allowance beyond 2028: it’s basically a stealth tax, bringing more people into paying tax or tax at higher rates. We are seeing more of our self-employed clients being brought into paying tax at the higher rate so this will benefit them.

The other welcome surprise was no increase in fuel duty – fuel costs are an increasing burden on my clients that they are having to pass on to their clients.

All in all, it wasn’t as bad as I was fearing for employers, but to say that there is no tax on working people is semantics. The increase in employer NICs will increase prices, as will the rise in the living wage which -whilst welcome – has to be passed on, as profit margins are already being squeezed.

Verdict: The ‘no tax on working people’ claim is semantics: increased employer costs will increase prices, affecting employees and consumers.

“There were a couple of nice surprises“

Ben Rose MAAT, Partner, Martin Seitler & Co

The NI increases are big. They won’t affect the smaller businesses with 1-8 staff, but it will start to affect the ones who have more, or have ambition to grow out of that category.

This will have a massive impact. Their employment costs will increase by £2,000 per year (for a full-time employee on minimum wage) when taking into account the new minimum wage and the changes in employer NICs. If they have four or five staff that’s the best part of £10k.

There were a couple of nice surprises such as the end of the freeze of personal allowance (but we still have to wait two years for that to take effect) and the big increase in employment allowance which mitigates the employer NICs increases.

If I were the business person in charge of the Treasury, rather than raising £40bn in tax increases I would have tried to save £40bn in wasted public spend first. There are many areas of government spending that are simply a drain on society and cutting those out would have made it easier to fill the black hole.

Verdict: Employer NICs will have a big impact, but the Budget did contain some nice surprises, too.

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Can outsourcing solve the talent shortage?

A growing number of accountancy firms and in-house finance departments are turning to outsourcing to deal with widening skills gaps and talent shortages.

Back in May, it was reported that the accountancy sector is facing a considerable crisis, with nearly half (45%) of firms either ‘severely’ or ‘significantly’ affected by the talent shortage. 

More recently, outsourcing specialists Personiv revealed in their 2024 Finance & Accounting Talent Market Outlook report that the proportion of senior leaders facing shortages in the accountancy and finance sector has increased once again. It’s risen from 63% in 2020 to 70% in 2022, up to 83% in this report. It’s no surprise that 90% of CFOs are now outsourcing a proportion of the accounting function to address the issue.

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Outsourcing can be controversial, especially where overseas outsourcing providers are used. UK accountants are legally required to ensure full transparency over their business practices and supply chains to comply with the latest AML regulations. But some worry that the nature of overseas outsourcing make it difficult to ensure ethical working practices and standards are upheld in line with UK law.

Some firms that decide against outsourcing do so as they feel they can’t rely on overseas firms to report AML suspicions in line with UK law. In such a case, UK accountancy practices would be leaving themselves open to being in breach of UK AML requirements.

It is of course, the job of the UK accountant to ensure they have sight of clients financial records, even if they choose to outsource certain elements to a third-party.

Yet outsourcing as a way to address the talent crisis remains an attractive solution for many. We spoke to UK accountants for their views on the issue.

Outsourcing creates risks around quality control, data security and AML compliance

Ellis Harris-Boulter MAAT, AAT Tutor and Founder and Director, FieCo Accountancy and Marketing

In many ways, I can see the appeal of outsourcing for accountancy practices needing specialist skillsets.

But as an AAT tutor for an apprenticeship training provider and an employer of apprentices, I’m an advocate for developing skills internally and for the long term. 67% of TV producers surveyed by ScreenSkills stated that hiring production accountants was difficult or very difficult (PDF). The only way the accounting profession will address chronic skill shortages is by building a new generation of well-rounded, experienced accountants with varied job roles in industry and in practice.

Outsourcing comes with a set of challenges, not limited to the obvious risks around quality control, data security and loss of internal capabilities. Firms can also face hidden expenses such as vendor management, a disconnect with client relationships and loss of morale among existing staff.

Overseas outsourcing creates a range of concerns on AML compliance. Firms need to seriously consider the risks. Are offshore and nearshore providers required to report suspicions of AML? Even if they do comply with UK law, is a proactive and professional scepticism culture encouraged internally?

Strong levels of due diligence, and continued monitoring, are undoubtedly essential.

Verdict: Outsourcing may seem appealing but it creates risks around quality control, data security and AML compliance.

Contracts must outline ethics and compliance, with the option to terminate if standards aren’t met

Sarah Hedley MAAT, Owner, Brickbooks and Payroll

Outsourcing can address skills gaps by providing firms with access to trained professionals without the need to hire in-house. This is especially useful for practices that struggle to attract or afford specialised talent.

However, outsourcing has its risks. In my experience, communication barriers can negatively impact the quality of work, particularly when outsourced staff are not fully integrated into the firm’s workflow. This resulted in errors and a decline in my client relationships. Outsourcing therefore must be carefully managed.

Smaller firms, like mine, may find it more difficult to maintain the same level of client interaction and personalised service when outsourcing. Larger firms, on the other hand, may find it easier to incorporate outsourced services without compromising client relationships.

I advise firms interested in outsourcing to:

  • Start small: beginning with one aspect of your workload such as data entry or reconciliations, before expanding.
  • Set clear expectations: have detailed documentation of workflows and quality expectations to minimise misunderstandings.
  • Test communication before fully committing: frequent check-ins and an easy way to ask questions are vital.
  • Evaluate integration: Ensure the outsourcing provider’s systems can seamlessly integrate with yours to ensure efficiency and reduce errors.
  • Client involvement: continue engaging with your clients regularly to ensure they still feel valued, even if some work is being outsourced.

To ensure adherence to ethical standards and AML legislation, firms need to do their due diligence and research outsourcing providers’ credentials, including professional affiliations (such as AAT) and compliance certifications. They also need to ensure the provider offers ongoing staff training around AML and ethical practices.

Contractual agreements should include clauses that outline ethical practices, data security and compliance with relevant legislation, with the option to terminate if standards aren’t met.

Verdict: Outsourcing can provide access to trained professionals without need for in-house talent but it has its risks. Protect yourself by outlining ethics and compliance in the contract, with the option to terminate if standards aren’t met.

Outsourcing can relieve pressure but may lack industry-specific knowledge

Karen Feltham MAAT, Owner, Aligned Accounting

Outsourcing can provide immediate relief to the skills shortage by offering access to a broader talent pool beyond local restrictions.

Yet it doesn’t always address the need for industry-specific knowledge or the passion required to truly understand and support a firm’s clients and values.  Outsourcing may provide technical capacity but could lack the cultural fit and ethical alignment.

Outsourcing is increasingly considered a viable solution for many firms. Perhaps it’s the post-pandemic shift to remote work that has opened more companies to the idea of outsourcing, particularly for specialised tasks, a temporary solution whilst finding an employee or simply to cover overflow work.

Some firms remain hesitant due to concerns over quality control, communication challenges, or ethical standards – particularly in a field as regulated as accountancy.  It’s essential that firms weigh the pros and cons based on their own values, client base and long-term goals.

For those looking to outsource, I’d advise:

  • Be clear on objectives: Define exactly what skills or tasks you need help with and what success looks like for your business. Outsourcing should be a strategic choice rather than a quick fix.
  • Vet potential providers thoroughly: Check qualifications, industry knowledge, and references to ensure the service provider can handle the complexities of UK accounting standards.
  • Start small and test the waters: Don’t be too quick to hand over any critical tasks right away. Begin with smaller projects or trial periods to gauge the provider’s competency, communication style, and reliability.
  • Communication is key: Establish regular check-ins, set your preferred communication methods and ensure that the provider understands your deadline expectations, quality standards and compliance.
  • Cultural fit matters: Find an outsourcing partner who understands the culture and values of your firm. This alignment ensures smoother communication and consistent work ethics.
  • Perform due diligence: Research the provider’s experiences, qualifications, and reputation within the industry. Ensure they are well-versed in UK regulations, particularly around anti-money laundering (AML) and data protection.
  • Ask for certifications and compliance evidence: Request relevant documentation and internationally recognised standards.
  • Monitor and audit their work: Establish periodic audits to ensure that ethical and legal standards are being met.

Verdict: Outsourcing can provide some relief but may lack industry-specific knowledge or passion to truly support a client’s values.

This is no longer a temporary fix, but an important business strategy

Vipul Sheth, Managing Director, Advancetrack

Outsourcing has transitioned from being a reactive solution to a proactive strategic choice. Previously, outsourcing was often viewed as a temporary fix for overflow work, it’s now becoming an important part of operational models, especially for firms facing severe talent shortages and increased demand for sophisticated advisory services. 

According to our recent Accounting Talent Index, over 65% of firms have embraced outsourcing and offshoring as part of their strategy to navigate the skills gap.

As the skills shortage deepens, particularly in regions like the UK, US and Australia, firms are struggling to meet increasing client demand while facing skyrocketing salary costs and recruitment difficulties. By outsourcing non-core but essential tasks like bookkeeping, compliance, tax preparation and more complex financial analysis, firms can shift their focus to high-value, client-facing advisory services.

For firms considering outsourcing, it’s important to conduct thorough due diligence to assess the provider’s track record, ensure compliance with (AML), verify certifications like ISO for data security, business continuity and quality.

I’d recommend starting with smaller tasks or a small batch of work as a pilot to evaluate the provider’s performance, and establish clear communication channels to align workflows and expectations. This needs to be with a view to that strategic partnership discussed above.

Equally important here is cultural alignment. Firms should seek outsourcing partners who understand their market and share similar values in ethics and compliance. Regular audits and independent reviews can maintain transparency and trust, ensuring that outsourcing becomes a valuable part of a firm’s strategy, all while upholding high standards.

Verdict: Outsourcing is no longer a temporary fix: it’s become an important part of business strategy for firms dealing with long-standing talent shortages.

Outsourcing has been a godsend – local talent is virtually non-existent

Sharon Wray FMAAT, Director, Sharon Wray Accountancy Services

In our industry, it’s become difficult to find a good bookkeeper or qualified accountant. Even with the lure of a decent salary and benefits, there is very little out there.

There seems to be a surge in bookkeepers and accountants setting up on their own, which presents a problem in itself. However, a lot of these individuals are open to outsourcing to other accountants which can help to fill the gap.

In my firm, we have outsourced for the last three years and it has been a godsend: we have been able to grow organically without putting our reputation at risk. The advantages are lower staff turnover, no NI, holiday pay or pensions to pay which in itself is an incentive to outsource.

For anyone looking to outsource, speak to other accountants who outsource, because if done right, it works well.

There are several reputable providers out there, based in the UK or overseas. It’s finding the right fit for you. Always ask for a trial period so you are not locked in to lengthy contracts.

Ask what their AML policies and GDPR policies are and carry out due diligence to assess the risks that may be involved.

If outsourcing overseas, request a VPN in place and find out how they protect and save data.
Our team have access to our systems, so ensure that 2FA is in place and have weekly meetings.
It’s worked well for us. It’s a shame that we cannot support our local community, but the talent just isn’t there.

Verdict: Outsourcing has been a godsend for us – local talent is virtually non-existent. Speak to other accountants who outsource if you’re considering it.

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Mattioli Woods wealth management – business planning and exits

This content is brought to you by Mattioli Woods.

At Mattioli Woods, we specialise in holistic financial planning, tailored to meet your objectives and personal circumstances. Though we offer a wide range of financial planning solutions geared towards clients in various walks of life, we have many clients who are business owners, and we therefore have specialist expertise in advising those moving from business ownership to retirement.

Exit planning and early engagement

Beginning the financial planning process early enough will likely ensure a smoother transition into retirement and through later life, and setting out long-term objectives early in the process allows us to collaboratively put in place the correct provisions to begin achieving your goals.

Planning well in advance allows for effective tax mitigation and investment strategies to ensure that business sale structure aligns with long-term goals. You may have various long-term objectives such as planning for retirement, inheritance planning, gifting, and ensuring capital is removed from the business as tax efficiently as possible.

Many of these can be achieved post business sale (and this may be the only viable option) as the capital from your business is released. However, before sale – and with respect to your long-term objectives – there are financial planning avenues that can be considered.

It is important to note that there can be a crossover of investment solutions between pre and post business exit. Some solutions are referenced in the ‘pre exit’ section, whereas other solutions may be mentioned in the ‘post exit’ section.

While some solutions may be more obvious when businesses are still trading and others more likely after ceasing trading, the reality is that bespoke suitability will need to be considered before any recommendation and there should not be a ‘one-size-fits-all’ approach.

Pre exit

Contributions to pensions Leveraging pension contributions is an important pre-sale financial planning tool. Strategies such as maximising pension allowances (including the use of carrying forward unused previous years’ pension allowances) enable business owners to shelter more wealth from taxation and National Insurance.

In addition, the use of multi-member self-invested personal pensions (SIPPs) or small self-administered schemes (SSAS) can enable the business owner to pool pension funds with family members for investment in assets like investment funds, private equity, and commercial property. Pre-sale, it is potentially possible to purchase your commercial business premises via a pension that offers potential investment efficiency and tax savings.

Further investments and estate planning

For those with a higher appetite for risk, incorporating investments such as Venture Capital Trusts (VCTs) and Enterprise Investment Schemes (EISs) is an option. Both solutions provide upfront income tax relief of 30%, helping to mitigate tax liabilities that have arisen elsewhere. This could be potentially advantageous while still drawing income from the business.

In addition to the above, dividends from VCTs are tax free, providing another potential stream of income throughout retirement. While EIS dividends are taxable, these products allow for deferral of capital gains tax (CGT) on other assets and are exempt from IHT after two years of holding.

Combined with EISs, utilising other methods for IHT mitigation, such as the use of trusts, can ensure that your wealth continues to grow and is preserved for future generations.

Post exit

Naturally, one of the key factors to plan for is putting your business proceeds to use in order to provide you with your desired level of income throughout retirement and ensuring this can be sustained for the remainder of your life, providing you with the financial freedom you have worked hard to achieve.

Alongside income security, robust planning post sale can help to ensure that the provisions are put in place for an efficient transfer of your wealth onto the next generation.

Business Asset Disposal Relief

In order to get the most value out of your business exit, work should be undertaken to ensure the available reliefs are being utilised. One significant relief is Business Asset Disposal Relief (BADR), which allows business owners to pay a reduced CGT rate on the sale of qualifying business assets. By carefully structuring the sale and ensuring it meets the criteria for BADR, owners can retain more of their profits post sale.

Once the business is sold, the next step in financial planning involves strategically investing the sale proceeds to generate a retirement income.

Pensions and retirement income planning

While pensions remain a cornerstone of retirement planning, and for most, a key source of income through their later lives, phasing income drawdown via different structures and sources can help take advantage of the available allowances, to provide a more tax-efficient solution overall.

ISAs

Individual Savings Accounts (ISAs) benefit from tax-free investment growth and income. If a significant ISA pot has been built up over the years, this can provide a stable stream of tax-free income throughout retirement.

General Investment Accounts

General Investment Accounts (GIAs) offer flexibility and tax-efficiency for individuals who have maximized pensions and ISAs, allowing them to draw on their investments annually up to the capital gains allowance of £3,000. This allows individuals to realise gains without incurring a CGT liability. Regular use of this allowance provides the opportunity to gradually withdraw funds tax free.

Investment bonds

These offer tax efficiency alongside potential capital growth, while allowing for tax-deferred withdrawals. Each year, investors can withdraw up to 5% of the bond’s original investment without incurring an immediate tax liability.

Family Investment Companies

Setting up Family Investment Companies (FICs) can be a tax-efficient way to retain control over wealth post sale while passing assets to the next generation. FICs allow parents to maintain control while accumulating wealth and planning for succession.

Our proposition

Providing client value is at the centre of our proposition. We offer an initial consultation to assess where we can add value, given your objectives and circumstances. This initial consultation is complimentary and includes a follow-up strategy letter that explains how your objectives could be met. Contact us on [email protected]

In February 2025, we will host CPD-accredited webinars to maximise exit value. To register your interest, please email [email protected]

This content is brought to you by Mattioli Woods.

AAT’s Anti Money Laundering annual report 2023-2024

Our latest AML annual report is out now. We hope it’s useful in considering your own firm’s compliance.

Please read our latest Anti-money laundering annual report (PDF) for an overview of our anti-money laundering (AML) supervisory activities for the year.

It includes a summary of our practice assurance review activity, the outcomes of those monitoring reviews, along with the enforcement action and monetary fines imposed on members who fail to meet their legal obligations. This report also summarises our supervisory approach, our most common anti-money laundering (AML) findings, any emerging threats and how we effectively share intelligence.

We expect our members to continually review the resources and guidance provided by AAT to ensure that they are up to date and compliant with the regulations. AML related materials are easily accessible to all our supervised members on the AAT website and our Knowledge Hub. This allows us to proactively increase awareness and promote compliance around the extensive AML requirements.

We hope you find the report useful in considering your own firm’s AML compliance and encourage you to share it with all colleagues and staff.

AAT’s AML helpline

AAT’s AML helpline offers advice for AAT-supervised firms on all aspects of complying with the Money Laundering Regulations, such as advice on how to report suspected illegal activity. To discuss any questions you might have, please email [email protected].

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“We’re creating our own CFOs and leaders of the future”

One of the biggest challenges businesses currently face is finding the right people to help them grow. Here’s how Worcestershire County Council is bucking that trend with its pioneering accountancy apprenticeship scheme.

Worcestershire County Council is currently plugging the accounting skills gap by building its own pipeline of AAT-educated apprentices. Here’s how they do it right.

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Work closely with colleges and training providers when recruiting

Worcestershire County Council has strong links with Heart of Worcestershire College (HOW College), the training provider for WCC’s apprentices. WCC advertises on HOW College’s website and social media, and also attends open days to find new talent. Because training providers can handle the job interview process and handle apprenticeship admin, it helps ‘ease the load’ for finance teams.

Place existing employees onto apprenticeships

A unique aspect of WCC’s apprenticeship scheme is roughly half of its apprentices were existing employees. It’s a strategy which benefits the local authority in many ways; not least being that it’s more cost-effective. It makes much more financial sense to promote from within the workplace, rather than recruiting similarly-skilled staff on higher salaries. Plus, the employee is already familiar with the organisation’s culture.

The apprentices include Senior Finance Officer Sian Killoran. The 50-year-old had been working in WCC’s finance department for 22 years (mainly in assistant roles) when she applied for a promotion in 2023. Yet, the job required AAT qualifications – something she didn’t have. It inspired Killoran to start an AAT Level 2 apprenticeship and she’s since noticed the improvements at work. “There’s always a feeling of ‘am I doing things right?’ in accounting,” she says. “But since studying AAT I’ve become much more assured and understand more about balance sheets and holding accounts.”

Rotate apprentices around departments

WCC has a rotational system for its apprentices, who spend six months working within different departments such as service accounting, internal audit and central finance.

“Our rotation system gives people an opportunity to see what accountancy is like, plus the range of careers available,” says Sarah McDonald, Senior Finance Business Partner. “Everybody’s got an area of accounting they prefer – for example, I’m a management accountant who prefers working with budget-holders and couldn’t do the techy stuff, or chew over legislation.”

WCC’s rotation system is also proving to be a much quicker way for apprentices to embed the knowledge they’ve learned during their studies. “If apprentices spent their entire time in the same placement, they might not get to apply what they’re learning until three years later,” says Chief Accountant Christopher Bird. “However, with multiple placements, there’ll always be an opportunity to put what they’ve learned into practice.”

Give apprentices meaningful tasks from the outset

At some organisations, rookie apprentices spend their first few months doing dogsbody jobs, such as making tea or answering phones. Not at WCC.

“You want to give apprentices something that gives them confidence to grow,” says McDonald. “From their first week, we give them tasks, such as dealing with queries from external audit or chasing things up. If you don’t make them feel valued and experience the role, how can be certain they want a career in accountancy?”

Access government funding

Under the government’s levy system, large organisations set aside 0.5% of their payroll for apprenticeships.

“As we all know, the accountancy market is short for certain skill levels,” says McDonald. “So why wouldn’t you use the apprenticeship levy to grow your own team for the future?” 

Have a diverse approach when recruiting

The eight apprentices currently working in WCC’s finance team come from a wide range of backgrounds: alongside straight-from-sixth-formers, there’s trainees with degrees in psychology and history, as well as learners from Taiwan and Spain.

Claire Prescott, Senior Finance Officer, previously worked as a journalist before studying AAT. She explains how this diversity can benefit public sector organisations.

“You can’t have five 20-year-olds sitting around a table discussing how a project should work, because you’ll be getting the same opinion and perspective. When boardrooms have a diverse mix of nationalities, ethnic backgrounds, ages and genders, they work better. It’s the same with trainees too. Plus, it’s important for local authorities to be representative of the communities they work for.”

Have a sense of purpose

Many people choose to work for councils because it means they can play a part in helping others less fortunate than themselves.

As Richard Stocks, Senior Finance Business Partner, says, “Part of my role involves working in social care, supporting the elderly and vulnerable in Worcestershire. Knowing you can make a difference definitely gives you a good feeling.”

Focus on nurturing future leaders

Roxanne Small started at WCC as an 18-year-old apprentice 10 years ago and has since worked her way up to becoming a finance business partner. “What I really like about WCC is that they’re always looking forward,” she says. “They’re looking at apprentices thinking, ‘Are you going to be the next CFO?’ and about the kind of jobs you could do next.”

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Worcestershire County Council: a case study in running a successful AAT apprenticeship

How Worcestershire County Council has managed to build a steady pipeline of future accounting talent, plus support its apprentices – all with the help of AAT.

If you work in accountancy, you probably won’t need reminding about the talent shortage that has blighted the industry in recent years. Last May, one survey by outsourcing specialists AdvanceTrack found almost half (45%) of those accounting firms surveyed are “severely” or “significantly” affected by the skills gap (caused variously by baby boomers retiring, an ageing workforce, and Covid disrupting education for hundreds-of-thousands of young people).

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At the beginning of this decade, the finance team at Worcestershire County Council (WCC) was facing their own recruitment woes. They had plenty of applications for senior and junior roles. Hiring accountants for mid-level positions, however, was proving difficult. As the lack of CVs arriving in WCC’s inbox showed, there didn’t seem to be enough experienced candidates out there…

WCC hatched a plan. They launched an apprenticeship scheme with the aim of generating their own pipeline of accounting talent who could – one day – occupy these intermediary positions.

Four years on, those initial apprentices are progressing fast, while WCC’s current cohort of eight apprentices are predicted to be just as successful.

“Growing our own apprentices is key to us,” says Steph Simcox, Deputy Chief Finance Officer, WCC. “For me, it’s about investing in them, so they can give back one day too. I want them to become future leaders/CFOs and I’ve got every confidence they will be…”

We’re running a series of articles about how they managed their scheme. As WCC tells us, the success of their scheme is down to many things.

“We’re creating our own CFOs and leaders of the future”

Why AAT is the perfect fit for our trainees

The magic of mentoring trainees

Sharpen your tax skills

Covering crucial tax changes, sharpen your tax skills masterclass is more relevant than ever. Gain expert insights to guide your clients through the latest rules and regulations.

Book now