September 22 Newsletter

September 1, 2022

Create a business plan - Here's how.




‘Fail to plan, plan to fail’, as the saying goes. If you're going to create an effective, successful and profitable business, you need to create a solid strategic plan.


Your business plan is the route map that defines your goals, explains your strategy and gives real direction to the everyday running of the company.


So what should you include in your plan?


5 key elements to include in your business plan


To create a truly robust and meaningful plan:


  • Outline your vision – explain WHY you’re in business and how you intend to add value for customers. For example ‘We promote a healthy lifestyle through organic produce’.
  • Set out your goals – outline your personal goals as a founder, and your wider strategic goals for the business. Then explain how these key goals are aligned. If your aim is to exit in 10 years, build this into your long-term plan.
  • Define your funding and budget – to start trading, you need finance, so outline the investment that’s needed and how you’ll access that funding. Then break down this initial investment pot into clear budgets for each operational area.
  • Forecast sales and cashflow – define the profit number you need, then calculate the volume of sales needed to deliver that income – and give a clear breakdown of the cash inflows and outflows needed to achieve positive cashflow.
  • Set your timelines for success – set key milestones and give the business some concrete deadlines for meeting the goals, sales and revenues that you’ve projected.


Talk to us about creating a watertight business plan.


We’ll help you define your purpose as a business, and systematically set out how you’ll achieve your aims, giving you the best possible blueprint for success.


Our 1 page business plan is above.


Get in touch and let’s start planning.


Why are some expenses not allowed for tax?



As a business owner, you’ll be looking for every opportunity to claim back expenses and minimise your tax liability. But not everything that falls under expenses is tax-deductible.


To give you a better understanding of which costs are allowed and which are not allowed, we’ve highlighted the main areas where business owners habitually trip up with their expense claims.


How do you know if expenses are allowable?


The starting point for working out if expenses are (or are not) deductible for tax is the total costs shown in your company accounts. Take a look at your profit and loss (P&L) report in your accounts and you’ll see a list of all the expenses you’ve incurred over the period.

Once you have a list of your total costs, you can then follow the guidelines in the Government’s legislation to disallow some of these costs. At this point, you can also make any allowable deductions that weren’t included as costs in your standard accounts.


Which are the most common disallowed costs?


Disallowed costs are the expenses that can’t be claimed against tax. These disallowed costs fall into two main groups:

  • Costs relating to capital (the money you have in the business to trade and grow)
  • Costs that are not incurred wholly and exclusively for the purposes of trade.


Where fixed assets such as a van, a computer or a piece of machinery is purchased, the accounts will include a depreciation charge each year. This is intended to spread the cost in the accounts over the life of the asset. Although these depreciation charges are shown as expenses in the accounts, they’re added back to profits (i.e. disallowed) when working out how much corporation tax is due.


There is specific legislation which, in many cases, allows an alternative deduction. An alternative deduction can be made via the:




How do you know if expenses were ‘for the purposes of trade’?


It’s fairly easy to identify capital expenses that must be excluded. But knowing if expenses were incurred ‘wholly and exclusively for the purposes of trade’ can be more difficult.


Where expenditure has been incurred for a dual purpose (business and non-business) the whole of the expenditure is disallowed. This is commonly where many business owners fall down when claiming for costs that are actually excluded.


  • Business clothing – one common area is business attire, where it may be customary to wear a particular type of clothing – say a suit – for business purposes. However, the reality is that the cost is disallowed because it also has an additional (dual) purpose. We wear clothes not just for business purposes but also for reasons of public decency.
  • Staying at a hotel for business – in some cases, it may be possible to distinguish between the business and non-business element. In these cases, the cost of the business element will be allowed. For example, you might stay in a hotel for a week while attending business meetings, then stay on for some extra time for site-seeing. In this scenario, it’s reasonable to split the hotel bill into the business and non-business elements – and claim only the business expense.
  • Business entertaining – some non-capital costs are disallowed even if they are incurred purely for business purposes. The most common example of this is business entertaining. Although it’s normal to entertain customers and prospects in the course of business, the cost of doing so is disallowed for tax. You can, however, claim for entertaining your own staff, under certain conditions.
  • Working on a Pacific island! - sometimes, the non-business element could just be an incidental part of the main business requirement. For example a director may be working in an exotic location and enjoy the sandy beaches whilst they are there. As long as there is an objective business requirement for that location then the incidental enjoyment that it gives the director doesn’t prevent the cost being allowed. However, if the venue was chosen primarily so the director could work on their tan, the travel (and possibly accommodation) would not be allowable for business purposes. As you can see, it’s complex!
  • Penalties relating to late-payment of tax – another common disallowable expense is the penalties, interest and surcharges arising on late payment of tax or late submission of tax returns. These costs cannot be claimed under any circumstances.


Just to add to the complexity, some expenses that are not incurred for the purposes of trade are specifically allowable for tax purposes. These include redundancy costs, retraining costs and pre-trading expenses (but only those that would be deductible if incurred after trade started).


Talk to us about maximising your allowable expenses


It’s important to make sure your expenses are given the correct tax treatment. Making a mistake can result in you paying either too much tax or becoming liable for penalties.


As with all matters related to tax, the rules are complicated and often unclear. Working with an experienced tax adviser makes good sense and helps you get on top of your expense claims.


We’ll help you maximise the potential tax deductions by advising you on any grey areas.


Get in touch to talk through your allowable expenses.



By David Adderson July 14, 2025
In Part 1 of this series, Dr Anita Devi opened the conversation on the rising complexity of SEND and the need for intentional, values-driven provision. Her reflections focused on inclusive leadership, purposeful commissioning, and the principle that less can often be more . In this second part, I’d like to continue the conversation — but from a financial perspective. My name is Katherine Robertson. I’ve spent over 10 years working with organisations across sectors including the education sector, helping them to navigate their finances confidently and strategically. What I’ve learned over that time is simple: money follows priorities — but only when we lead with clarity . And now, with SEND needs rising faster than school income, we must work smarter than ever with the resources we have. 🎯 From Stockpiling to Strategic Spending In 2024, the Department for Education wrote to 64 academy trusts, concerned that some were holding onto reserves more than 100% of their annual income . These aren’t just large numbers — they are untapped opportunities. Of course, we know why these reserves exist: financial uncertainty, poor capital funding, and the understandable desire to protect future viability. But if money meant for today’s pupils is held for tomorrow’s problems , we risk doing a disservice to the very learners we aim to support. That’s why we’re asking an important question: Can schools and trusts use their reserves to strengthen inclusion and SEND support now, without compromising their long-term financial security? Our answer is yes — with the right approach. 🧩 Applying Financial Wisdom to Inclusive Practice We are not advocating reckless spending or draining reserves dry. On the contrary, we work with leaders to build a clear, defensible strategy for using reserves wisely , backed by robust modelling, compliance with DfE guidance, and an unwavering focus on improving outcomes for children with SEND. Together with Dr Anita Devi, we bring dual lens: educational insight and financial clarity. Here’s how we help to: ● Identify untapped funding within existing reserves ● Co-develop an evidence-led SEND investment plan ● Align to DfE expectations on reserve levels and financial health ● Build the narrative for governors, trustees, auditors and regulators ● Support ongoing evaluation to ensure value for money and impact It’s not about spending more. It’s about spending better . 🔄 Releasing Funds. Reinforcing Purpose. SEND needs are not going away — and nor are the financial pressures. But when finance and inclusion experts work together, we can unlock solutions that support both pupil outcomes and institutional resilience . With careful planning, strategic reserve use can: ● Fund early intervention ● Invest in staff development ● Improve provision infrastructure ● And reduce future costs from reactive SEND placements or escalation It’s a long-term gain — and a value-led approach to financial governance. 💬 Let’s Continue the Conversation If you’re sitting on reserves and wondering how best to use them — or if you’re just ready to rethink how your SEND resources are working for you — we’re here to help. We offer a tailored advisory service that helps schools and trusts plan, invest and lead with both head and heart.  📩 Reach out at SEND_Finance@youtopia.co.uk to book a preliminary conversation. Because sometimes, the smartest way to save — is to spend with purpose. Author: Katherine Robertson Strategic Finance Expert and Education Consultant In partnership with Dr Anita Devi – Leading SEND Specialist
By David Adderson July 4, 2025
Inclusion is desirable, yet it is complex. In this two-part blog, we begin to unravel the challenges of increasing needs in education and diminishing resources. In this article, Dr Anita Devi explores some of the many challenges Educators in England currently face. Her intent is to extend perceptual thinking from problem to solution. In Part 2, Katherine Robertson will unpick some of the financial levers for consideration. I have worked in the education sector for a fair few decades now. Am I showing my age? Possibly, but also my experience and out of that experience is born wisdom. Wisdom is applied knowledge with the benefit of lived experience and hindsight. To broaden our thinking, I have decided to focus on three areas: Rising needs in the classroom – ensuring each child receives an educational experience that is progressive, whilst meeting their needs Less is more – applying a structured and systematic approach to providing support for special educational needs and disability (SEND) Commissioning with purpose – intentionally involving others, when needed. Since the increase in needs always outmatches the rise in resource funding, sadly we will always be in a deficit. This is not about being despondent, but hopeful through responsive and creative solutions. In many life situations, we face elements of the unknown and so we put in place checks and balances to ensure we maintain stability. If our own personal finances were continuously in the red, we would be faced with three options: Reduce spending Increase income Look for alternatives In the education world whilst options 1 and 2 may be possible to some degree, it is restricted and ultimately option 3 has been our default; especially if we are to adhere to the core principles of The Salamanca Statement (1994) and more closely to home, The Children and Families’ Act 2014. Rising need in the classroom Those who lead on inclusion and /or SEND need to simplify systems to ensure those learners who require additional and adaptive provision receive it. I have expanded more on this in a July 2023 booklet, which you can download here . If as a leader, you understand the fundamentals of an inclusive provision framework, you can reduce the paper trail to make it purposeful, without compromising on keeping a diligent paper trail of evidence. This will also ensure you know whether what is in place is having an impact or not. SEND: It is time to lead differently . Less is more There are a number of core decisions to be made when additional provision is put in place. For example, in or out of the classroom? How long is the defined additional support required and most importantly what is the expected outcome from the additional support? For far too long, we have assumed the ‘forever’ model when it comes to interventions or additional support. We have often omitted to discern short-term from long-term, as well as factor in the negative impact of too many interventions simultaneously. Short-term interventions, if assessed and targeted well can (in many instances) provide the learner with new skills and/or increased independence. This is a desirable outcome, as none of us is truly seeking to create a dependency model. Equally, administering too many interventions simultaneously takes away from the exploratory nature of interventions i.e. what’s working and what needs to change. We have indeed moved away from the ‘medical model’, however, some of the basic principles still need to be considered. In response to a medical condition, a doctor would not prescribe multiple medications or remedies simultaneously. Due care and consideration would be given to the negative interactive impact of one solution upon another. We need to apply a similar approach to inclusion and SEND. This is not denying that a child may have multiple needs, but sometimes it is about focusing on one thing at a time. Commissioning with Purpose This has been a bugbear of mine since 2018 , if not before! As a previous SEND Advisory Teacher, I was always intentional about ‘adding value’ to what is already in place in any setting. As a previous Senior Leader / SENCO, I was always intentional about securing services that provided ‘value for money’. I’ve worked with The Audit Commission on this and The National Audit Office, not to mention Business Managers and local authorities. I would also encourage readers to explore their ‘decommissioning process’. As a long-standing Education Change Consultant, my team & I always write our exit plans before we go into support. This is regardless of whether we are working in the UK or overseas. I am continuously amazed how many schools/colleges rely on the same service for years, even if there is no impact evidence of change through the input they are buying in. Over the years, training head teachers at national conferences, I have always advocated ‘procurement with precision’. Even at local authority level, I think provision would be better if Porter’s Forces were applied during the annual review of an EHCP in regard to placement choices, especially non-maintained Independent schools (NMIs). Supplier power through exuberant price hikes, in a time when there is a shortage of places, is both immoral and financially unsustainable. This is just the start of the conversation, but with a few systemic tweaks – schools and colleges can begin to look differently at provision. Still meeting the needs of children and young people but reducing the strain on financial resources and human manpower. Do get in touch if you would like to find out more. Author: Dr Anita Devi dr. h.c. Dr Anita Devi , leading SEND specialist, and Katherine Robertson , strategic finance expert, have joined forces to offer a new advisory service for schools and colleges . This service is designed to provide strategic financial governance of SEND provision, focusing on efficiency, effectiveness, and value for money . We help you explore financially sustainable solutions that support early intervention, improve outcomes, and make the most of every pound spent, without compromising on quality. If you're ready to rethink how SEND resources are used in your setting, contact us for a preliminary conversation at SEND_Finance@youtopia.co.uk 📢 And keep an eye out for our upcoming blog
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