Morewood

A Message from Lord Pickles and Lord Blunkett, followed by Morewood's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Morewood is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

www.morewoodaccounting.

THE PARLIAMENTARY REVIEW
Highlighting best practice
20 | MOREWOOD ACCOUNTING
Managing Director
DeniseTerzi
Based in Welwyn, Hertfordshire, Morewood Accounting is a
firm that specialises in working with people who employ (for
example, those who employ carers and personal assistants)
and with companies of all sizes. As an organisation, they have
25 years of experience in guiding people through the process of
setting up payrolls, registering as an employer (where necessary),
ensuring compliance throughout the payroll process and helping
their clients to spend the minimum possible time working on
payrolls. Denise Terzi, the company’s Managing Director, offers a
more thorough insight into the company, how they operate and
challenges they face along the way.
The problem for which we provide a solution
For a variety of reasons, companies process the payroll themselves first; they often
protect payroll information or may want to keep wage data under control to handle
last-minute changes. Ultimately, they consider internal processing more cost-effective
than outsourcing.
But even the most careful and experienced professionals find that payroll can be a
challenge. Without proper knowledge of payroll procedures and access to a solid
payroll program, it is easy to make mistakes. Combine the time spent processing
payroll with the financial penalties associated with payroll and tax filing errors, and
it’s usually less costly to hire an expert and outsource your payroll.
When it’s decided that outsourcing in this manner is the better option, we step in.
We are experienced in working with clients of all sizes and can guarantee a seamless
and hassle-free transition to Morewood Accounting. Our services in this regard
consist of the following:
AT A GLANCE
MOREWOOD ACCOUNTING
»Managing Director:
DeniseTerzi
»Established in 2016
»Based in Welwyn,
Hertfordshire
»Services: Accountancy
»The company derives from
another which had been
trading for 25 years prior
com
Morewood
Accounting
»Creation and issue of e-payslips for
each employee
»Employee payment via BACS
»Editing timesheets
»Calculations and advice for salary
changes; mid-period calculations for
newcomers or leavers
»Contacting HMRC and performing
submissions and returns as needed
»Advice on income tax and National
Insurance matters
»Information-rich management reports
»Producing P60s and P45s and
calculating any Statutory Sick Pay (SSP)
»Fulfilling all legal requirements,
including PAYE, NICs, SSP, SMP, SPP,
SAP and student loans
»Automatic enrolment (Workplace
Pensions)
Assessing your workforce and
helping to set up your pension
scheme
Help with registration with The
Pension Regulator
Ongoing evaluation and sending
information directly to the pension
company
21MOREWOOD ACCOUNTING |
BEST PRACTICE REPRESENTATIVE 2019
» HOW PEOPLE BENEFIT
FROM MOREWOOD
ACCOUNTING
With us, a client is not tied to a
lengthy contract. Rather, we have
a one-month notice period and
will do our utmost to support a
seamless transition. In addition
to this, there are absolutely no
hidden costs: our prices are
transparent, and clients will always
know exactly what they will pay, so
their costs can be controlled.
We do all of this, moreover, with
a view to ensuring that our clients
are happy throughout the entire
process. Our client’s payroll is
processed in the UK and they can
contact us directly at our office;
this call will be answered not by a
call centre, but by a real consultant.
Challenges that we face
As a result of the £5 billion funding
gap in council care budgets accrued
since 2011, companies like ourselves –
that is, ones which are small, friendly
and able to listen – are stepping into
the breach. This is particularly pertinent
for us, as we are a payroll and auto-
enrol bureau in Hertfordshire, whose
client base is split 60/40 between
elderly and disabled people’s payrolls
on personal budgets and SMEs. Over
the last three years, the personal
budget clients have found their
budgets cut, but also their support
networks. Thus, the right to choose
enshrined in the 2014 Care Act is
being eroded in the need for cuts.
Our customer service requirements
have changed as a result of this, and
we now find we act as counsellors
and guides in areas that would
previously have been dealt with by
charities or the council-funded support
workers, especially with clients who
have no relatives or friends that can
supportthem.
My long-term goal would be to provide
a wraparound service for a nominal
charge, helping my clients deal with
the red tape and issues surrounding
their packages. This would most
probably have to be a charitable arm
of the company. I was a full-time carer
for my mother while working, and by
the time her package was eventually
agreed and put in place, it had taken
nine months of negotiating, hassling
and stress. Many people find it difficult
to persevere with work and caring
responsibilities when they are ill and
have no one to support them.
Other areas in which we excel
We are a small team of three with an
emphasis on personal contact, flexibility
and a relaxed tempo when dealing with
clients. This ethos we find translates
very well across to our SME payrolls.
They also appreciate that someone will
sit and explain in layman’s terms.
Training is therefore a key component
of my strategy to take us forward.
When I hire, I do not necessarily require
staff to have technical know-how or
experience in the accounting field, but
rather that they show a great capacity
for customer care, to be empathetic and
to recognise clients and their names and
situations. The mechanics of learning
the role can be achieved through
many different formats and accredited
providers. Currently, staff are training
for their AAT qualification.
In the last couple of years since I
have taken over the business, we
have started being sub-contracted
by local accountants. In the past,
payroll would often be thrown in as
a freebie to clients. Now, however,
with the changes in pension law, RTI
and compliance rules, many smaller
accountancy firms are outsourcing
the payroll to avoid falling foul of
newlegislation.
GDPR, the big noise of 2018, hasn’t
impacted our business beyond changing
our terms and conditions, being more
aware of our processes and offering
companies the chance to lock down
their reports with a PIN or password.
Due to AML rules, we were already
pretty stringent with our validation of
new clients.
Our business grows organically through
referrals, which validates what we’re
achieving. To keep everything simple,
our fees are transparent and all-
inclusive, meaning clients feel reassured
that there will not be any nasty costs
incurred. We could thus be described
as customer-driven. With that said,
we’re grateful for the technology that
helps with the processing of payrolls
in terms of speed, accuracy and cost-
effectiveness, allowing us to spend the
time that we enjoy with our clients.
We are a small
team of three
with an emphasis
on personal
contact,
flexibility and a
relaxed tempo
when dealing
with clients
Team member Lisa

www.morewoodaccounting.

This article was sponsored by Morewood. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister