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  • Expenses and Benefits for Employees form P11D

    By law, if you’re an employer you need to submit an end-of-year report at the end of each tax year to HMRC for each employee you’ve provided with expenses or benefits.

    Examples of expenses and benefits include:Image result for expenses and benefits

    • company cars
    • health insurance
    • travel and entertainment expenses
    • childcare

    There are different rules for what you have to report and pay, depending on the type of expense or benefit that you provide.

    More details can be found by clicking here

    Use form P11D to send the report to HMRC for each employee and director.  

    You should not complete a P11D if there are no taxable expenses payments or benefits to be returned for an individual, or if the expenses and benefits have been taxed through your payroll

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  • ACAS Guide for New Employers

    ACAS guide for new employersEmploying people – a guide for new employers

    Employing people seems a perfectly straightforward matter: hire them, then set them to work, but is it so easy?

    Many employers find the list of legal rights and responsibilities daunting. But complying with the law and looking after your staff will make you more efficient and more profitable.

    Getting the ‘people’ part of your new business wrong could cost you time, money or lost profitability through:

    • recruiting unsuitable employees
    • inadequate training
    • low morale and motivation
    • high absence levels and turnover of employees
    • ineffective management and supervision
    • too many dismissals
    • employment tribunal claims.

    You can download the guide here

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  • Making Staff Redundant – Consultations

    Related imageIf you do not consult employees in a redundancy situation, any redundancies you make will almost certainly be unfair and you could be taken to an employment tribunal.

    Collective consultation

    Follow these steps:

    1. You must notify the Redundancy Payments Service (RPS) before a consultation starts. The deadline depends on the number of proposed redundancies.
    2. Consult with trade union representatives or elected employee representatives – or with staff directly if there are none.
    3. Provide information to representatives or staff about the planned redundancies, giving representatives or staff enough time to consider them.
    4. Respond to any requests for further information.
    5. Give any affected staff termination notices showing the agreed leaving date.
    6. Issue redundancy notices once the consultation is complete.

    More detailed information can be found here

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  • Summer Newsletter 2018

    Our Summer Newletter should now be with you, but if you have not received your copy, please click the link below to read it online

    Summer Newsletter 2018

    Summer Newsletter 2018

    If you would like to be added to our Newsletter Mailing List, please email us here 

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  • Restricted, Unrestricted and Designated Funds

    Picture1Unrestricted general funds can be spent at the discretion of the trustees to further any charitable purpose of the charity. This means that these funds can be spent in their own right, or can be added to a restricted fund which does not have enough money to cover its expenditure

    Designated funds are still unrestricted, but have been set aside by the trustees for a particular future project or commitment.  The designation is for administrative purposes only and carries no legal authority

    Restricted funds are completely different.  Restricted funds refer to funds held under ‘specific trusts’, which is that they are held for a specific charitable purpose.  The restriction carries the weight of the law and so restricted funds can only be lawfully spent on the specific charitable purpose for which they were provided.  As with designated funds, there is no requirement for restricted funds to be held in a separate bank account

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  • Disqualification of Charity Trustees and Senior Managers

    Image result for disqualification of trusteesA person is disqualified from acting as a charity trustee or holding a senior management position within a charity, if certain legal disqualification reasons apply to them.

    From 1 August 2018 changes to the automatic disqualification rules mean there will be more restrictions on who can run a charity.

    You will need to check that your trustees, Chief Executive Officer and Financial Directors will not be disqualified from acting in these positions after the 1 August 2018.

    Your charity should have systems in place so that it can make sure people who are already in a trustee or senior manager position have not become disqualified in the period since they were appointed.

    This can be done by asking them to sign a fresh declaration (at reasonable intervals) to confirm that they are not disqualified so that the signed declarations you periodically ask for:

    • are received from both trustees and any relevant senior managers
    • request confirmation that they are not disqualified under the automatic disqualification rules

    More detailed information can be found by clicking here

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  • PAYE and Payroll for Employers

    Who We AreCheck what your charity needs to do as an employer before you can take on staff by following these  six essential steps to follow:

    1. Decide what type of employee you need, and check you can afford to take on employees
    2. Make your workplace safe and accessible for employees
    3. Register as an employer and set up PAYE
    4. Check your responsibilities around workplace pensions
    5. Get Employers’ Liability insurance
    6. Recruit and employ staff

    You can find out much more here

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  • Reporting on the Public Benefit of your charity

    Image result for charity public benefitIt is a legal requirement that trustees of registered charities must report each year in their trustees’ annual report on how they have carried out their charity’s purposes for the public benefit.  Trustees of smaller registered charities (where gross income does not exceed £500,000) must report on public benefit by:

    • including a brief summary setting out the main activities undertaken by the charity to carry out its charitable purposes for the public benefit

    • including a statement as to whether they have complied with their duty to have due regard to the commission’s public benefit guidance when exercising any powers or duties to which the guidance is relevant

    Public benefit reporting, when done well, can be an effective tool for trustees as it helps a charity to

    • stay focused on what their charity is there to achieve (its purposes) when planning activities

    • demonstrate what their charity does and the value of its work, particularly when applying for grant funding or fundraising

    • link with impact reporting and demonstrating the charity’s transparency and accountability

    • improve the overall quality of reporting on the charity’s work

    More details can be found here

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  • Getting Paid Instead of Holidays

    HolidayPaid annual leave is a legal right that an employer must provide. Most workers who work a 5-day week full time must receive at least 28 days’ paid annual leave per year. This is the equivalent of 5.6 weeks of holiday.

    Getting paid instead of taking holidays

    The only time someone can get paid in place of taking statutory leave (known as ‘payment in lieu’) is when they leave their job. Employers must pay for untaken statutory leave (even if the worker is dismissed for gross misconduct).

    If an employer offers more than 5.6 weeks’ annual leave, they can agree separate arrangements for the extra leave.

    Taking holiday before leaving a job

    During their notice period the worker may be able to take whatever is left of their statutory annual leave.

    More details can be found here

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  • Charities and Insurance

    insurance collageBy law, you have a duty of care to protect your charity’s assets and resources. Depending on what your charity does, you can buy insurance to protect its money, property and reputation. 

    Examples of types of insurance that might be needed to cover a charity’s property against loss or damage are: 

    • buildings insurance
    • contents insurance
    • event insurance

    Examples of types of insurance that might be needed to cover against a charity’s third party liabilities are:

    • professional indemnity insurance
    • public liability insurance

    Charities that employ staff are required by law to buy employers’ liability insurance. Charities that own or operate motor vehicles are required by law to buy motor insurance.

    For insurance purposes, charities are advised to treat volunteers in the same way as they do their employees and to ensure that they are covered by the usual types of insurance a charity might buy, such as employers’ liability or public liability cover.

    More details can be found here, and here

     

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