This is quite a common scenario within groups of companies. One Co. runs the (say) accounting function for all of the companies and recharges the costs.
VAT is chargeable on the lot, including employee expenses incurred.
Genuine disbursements can be passed through, although it is often better for the recipient Co to pay directly for those things.
Also best to check (with a lawyer) whether the nature of the supply falls under Agency rules. It helps if the contract / mou is for the service rather than the person.
Charge them for storage?
Pick a suitable rate, write a letter giving, say, 30 days to collect, after which storage charges will be incurred
Don't forget that salaries took a blood bath at the begining of the recession -25% in my case.
Also job titles are practically meaningless these days without understanding the substance behind the role.
As always it depends on experience and what the job is actually requiring in terms of responsibility and capability.
But yes those ballpark figures are what's being offerred out there
I use QuickBooks for clients books, and as others have said they have a growing eco system within their offering
Taxfiler for final accounts and Tax returns
and 12Pay for payroll
I like the fact that Taxfiler will suck in accounts from QB, Excel and so on so i can support clients with their own systems
Haven't used Xero but from what I've seen it lacks some of the functionality of QuickBooks - Doesn't matter of course if you don't need it!
I'll be looking at FreeAgent as Natwest own it and are pumping it out to their customers.
Lastly - as you're starting out have a look at Capium, I've demo'd it and it looks prety good for practice management and accounts prep if you've lots of small clients.
I'm sure the HMRC rate hasn't changed since the begining of time. probably was adequate at the time but now is hoplessly out of touch.
As for what's reasonable, that rather depends on who and where but I'd go with a rule of thumb of 2 course meal + beverage. Drinks not with a meal are personal.
Of course if there was anyone other than employees (and they're all away from their normal workplace) present then it is Entertaining.
As for HR - many small companies look to the accountant for HR advice, and the FC should (in my opinion) be involved in writing the financial part of any HR policies.
Cash accounting, by it's nature, is based on receipts and payments.
When the invoice was raised is irrelevent* unless you are switching away from cash accounting.
HMRC are seeing the receipts tipping above the threashold, therefore issuing MTD letter.
Unlike, say the flat rate scheme, you dont have to apply for cash accounting so HMRC don't know if you are or not.
Oh and don't confuse cash accounting for VAT and whether you're cash or accruals accounting for your accounts. The two are independent of each other.
NOTE: *You do need to be mindful of the cash accounting threshold too, because if your invoicing is over that then you have to apply normal rules.
To me a cashflow forecast is the most important. not least!
If you already have a P&L Forecast it is straight forward to derrive a cashflow from that.
If, as infered, you have a number of financial instuments on the balance sheet, demonstrating how you are to service those is rather important, don't you think?
And as others have said document the directors review and agreement to said forecasts.
All forecasts go "out of date" quickly, that's why any sensible business reforecasts regularly
You have use of the premesis from the lease date
Presumably you are sending contractors in prior to the moving in date to "Fit out"
So you are paying a monthly fee for a montly benefit
On what basis do you believe that you can put these costs on to the balance sheet?
Also depending on the size of your business, you'll need to account for the lease under FRS105, FRS102 or IFRS16 as appropriate
Personally I would include prepayments and depreciation as appropriate.
I would also seek to seperate out in the presentation the items which the budget holder controls and those they do not control, but make sure that the budget reconciles back to the bigger budget and the accounts.
In my experience, when you have budgets and management accounts that vary greatly from the picture painted by the stat accounts you end up with more confusion and difficulties. Especially if important decisions are being made on the back of the figures presented. (in particular if something appears profitable at one level but not at the other)
Finally - I see it as part of my job to educate the budget holders how to interpret the accounts and budgets as appropriate to their role.
Seems to me that Practice isn't the right place for you
Sit down with yourself (and get friends to help) and list out your strengths, your achievements, your qualities.
Re build your CV using these things - tell perspective employers what you can do, and make it punchy.
Look at jobs in industry that use your other skills. An admin for an import/export co trading with the EU AND knows one end of a customs declaration from the other would love those languages...
Trouble with practice is (in my experience) if you don't fit in a certian box, they're not interested.
Go talk to agencies - they know their stuff, but like many practices a number will pidgeon hole you. Smaller agencies tend to be better in this regard.
Don't be fixated on the job title - the substance of the role is far more telling
Do some research are you asking a reasonable wage for your skillset
When you're in a post be willing to listen and learn from those around you. Volunteer for little projects that take you out of your comfort zone, but in the direction you want to go. The power of proving to yourself you can do it is huge.
Volunteer with a local charity that can give you some exposure to the areas you want to explore.