| Meridian Wellbeing |
| Registered number - 03150505 |
| Directors' Report |
|
| The directors present their report and accounts for the year ended 31 March 2022. |
| Reference and administrative details |
| Charity number: |
1058934 |
| Company number: |
3150505 |
| Principal office: |
Meritage Centre |
|
|
Church End |
|
|
Hendon |
|
|
NW4 4JT |
| Independent examiner: |
R B Thakkar of Such & Co Associates Limited |
|
|
85 Great Portland Street |
|
|
London |
|
|
W1W 7LT |
| Bankers: |
National Westminster Bank PLC |
|
|
403 Bethnal Green Road, London E2 0AF |
|
|
CAF Bank Limited |
|
|
25 Kings Hill Avenue, Kings Hill, West Malling Kent ME19 4JQ |
| Directors and trustees |
| The following served as directors and members of the Management Committee: |
| Shun Au OBE |
- Chair |
| Dr. Stephen Hiew |
- Treasurer |
| Lulu Langtree |
- Honorary Secretary |
| Jason Chan |
| Chi Wai Lu |
| Pek Lian Watt |
| Chief Executive Officer & Company Secretary - L Lee |
| Structure, Governance and Management |
| Governing Document |
|
| Meridian Wellbeing is a company limited by guarantee governed by its Memorandum and Articles of Association dated 4 October 2002. It is registered as a charity with the Charity Commission. Anyone over the age of 18 can become a member of the company and there are currently 6 each of whom agree to contribute £10 in the event of the charity winding up. |
| Appointment of trustees |
|
| The board of Trustees (also known as the Management Committee) is elected annually at the AGM. The board may appoint new trustees by co-option during the year. In accordance with the Articles of Association, all members of the Management Committee for the time being shall retire from office at the AGM, but are eligible to stand for re-election. |
| Trustee induction and training |
|
| New trustees undergo an orientation to brief them on their legal obligations under charity and company law, the contents of the Memorandum and Articles of Association, the committee and decision making processes, the business plan and recent financial performance of the charity. During the induction they meet key employees and other trustees. Trustees are encouraged to attend appropriate external training events where these will facilitate the undertaking of their role. |
| Organisation |
|
| The board of trustees, which shall have the minimum number of four, administers the charity. The board meets at least four times in a year. A Chief Executive is appointed by trustees to manage the day to day operations of the charity. To facilitate effective operations, the Chief Executive has delegated authority, within terms of delegation approved by the trustees, for operational matters including finance, employment and the furtherance of the Charity's principle objective. |
| Related parties |
|
| As far as the trustees are aware no party has influence over the financial and operational policies of the charity. |
| Risk management |
| The trustees have a risk management strategy which comprises: |
| (1) an annual review of the risks the charity may face; |
| (2) an annual review of the systems and procedures to mitigate those risks identified in the plan; |
| and |
|
| (3) the implementation of procedures designed to minimise any potential impact on the charity should those risks materialise. |
| This work has identified minimal risks and it has resulted in better emergency procedures and contingency plans. Particular attention has focused on non financial risks arising from fire, health and safety of its work force including volunteers and the service users. A key element in the management of financial risk is setting of a reserves policy and its regular review by trustees. |
| Objectives, achievements and performance and financial review |
| This year saw Meridian Wellbeing emerge from the challenges of the previous year with the pandemic and the rebranding of the organisation to embark on the reintroduction of services based at our centre. In the wake of the pandemic, we have not only developed an efficient hybrid way of working, but also created new partnerships and services to meet the evolving demands of the community. This has included the new Integrated Voluntary and Community Service (IVCS) and the Hong Kong British National Overseas (HK BN(O)) project, successfully introduced this year. |
|
| As the country gradually came out of lockdown and restrictions were eased, we began to reintroduce a range of core activities held at the centre from August 2021. These activities focused on creating a safe environment at the Meritage Centre to help people regain the confidence to return to the premises. The hybrid service provision enabled those who were unable or less confident to travel, the opportunity to access activities via our established digital platform. |
|
| With the ease of restrictions, it also led to the gradual phasing out of pandemic related funding, namely the London Community Response Fund (LCRF), and the National Lottery Community Fund (NLCF). The LCRF and NLCF funding had enabled the establishment of a digital platform and the development of a wide range of preventative and wellbeing services offered online to the community. The challenge then revolved around sustaining these services going forward. |
|
| The innovative and creative approach to involve the help of our volunteers, particularly those with lived experience, has enabled us to maintain the provision of these activities successfully whilst we seek other sources of funding. Supporting the promotion and attendee registration at events such as the International Women’s’ Day, Mental Health Awareness Week, World Mental Health Day, and the extremely popular Wellbeing Café held bi-weekly, the Peer volunteers have been a critical factor in making these events a success. These events have been co-designed and co-produced by our Peer volunteers. They were involved not only in providing feedback to shape the activities, but to run and facilitate these utilising their unique skills, including arts and crafts, games, music and even live drama sessions! |
|
| Our commitment to empower services users to participate and get involved in the delivery of activities as Peer facilitators is part of our core ethos. This was a strong element in our new partnership for the Integrated Voluntary and Community Services (IVCS) procured by the Barnet, Enfield and Haringey Mental Health Trust (BEHMHT). Bidding for this tender necessitated the rapid formation of a new consortium company with a number of local partners aptly named Wellbeing Together Community Interest Company (WT CIC). The consortium brings together the expertise and community knowledge focusing on each respective partner’s key strengths. The IVCS service acts as a bridge between statutory services provided by Community Mental Health Teams, encouraging and empowering individuals to access services in the community and build personal independence and resilience. The person-centred service places the individual at the centre of care and tailors the support offered to ensure they receive the appropriate clinical intervention; empowering them to engage with community-based wellbeing support. With a strong Peer element that runs through the core of the service, the Community and Peer Engagement Practitioners utilise their personal experience and knowledge of the community to support those that have been in statutory settings for many years to take these first steps on their recovery journey in the community. |
| Alongside the IVCS service, we were also successful with the Winter Pressures Funding, which was geared towards alleviating pressures in local CMHT teams. This service aimed to tackle the seasonal pressures brought on by the winter periods and exacerbated by the dramatic rise in Covid-19 infection. The engagement was highly successful with positive case studies of individuals who were known frequent users of statutory services being connected to community-based interventions instead and showing improvements to their wellbeing. Critically, this service significantly reduced the pressures on emergency services such as crisis lines and the A&E department. |
|
| The focus on prevention and early intervention to reduce those needing to access emergency and secondary care services is at the heart of the Barnet Wellbeing Hub (BWH) offer. The mental health social prescribing service continued its strong performance with 1,464 individuals accessing Emotional Health Check this year. It has established itself as a critical component of Barnet’s Long-term Prevention and Wellbeing Strategy, and is embedded as a vital pathway between statutory and community services. The service is also integral to the Mental Health Trust’s Community Transformation Programme review of mental health provision across North Central London as part of the Integrated Care strategy. |
| Objective, achievements and performance and financial review - 2 |
| The Joint Case Management (JCM) meeting hosted by the BWH, a weekly Multi-Disciplinary Team (MDT) complex case discussion involving health and social care professionals, supported 500 individuals this year. Of which, 96% of these cases were provided with jointly devised wellbeing plans keeping them in the community. The pandemic and the cost-of-living crisis is clearly affecting the wellbeing of the community, with the detrimental impact on the social determinants of their mental health leading to greater rates of comorbidity and severity. |
|
| Now in its sixth year of operation, the BWH has provided over 10,000 individuals with tailored wellbeing plans to date, connecting them with over 350 agencies across North London. The continued support from the LBB and NHS’s NCL Integrated Care Board has been key to the BWH’s success. This long-term support enabled the ongoing organic development of activities such as Chair yoga, Flower Workshops, dancing activities, health talks, the Wellbeing Café, tea and coffee sessions, our Housing Legal Advice service, and many more. The diverse offer of activities has enabled our team of Wellbeing Navigators to connect individuals to the complementary community services to support the core NHS clinical offers. |
|
|
| One of the primary NHS services that the BWH provides streamlined connections into is the Improving Access to Psychological Therapies (IAPT) talking therapy service. We have continued to work closely with BEHMHT through our Multilingual Wellbeing Service (MWS) partnership consortium, with 1,777 clients receiving NICE Compliant clinical interventions directly with us. This comprised of 305 cases in Step 2 Triage and Step 2 Treatments, more than 1,400 people accessing psychoeducational wellbeing workshops, and 68 cases access Step 3 interventions. The introduction of Step 3 CBT services this year saw our service work even more closely with the Trust to alleviate the pressures on the extensive waiting lists seen across London and beyond. |
| Demand and performance in the City Bridge Trust’s funded Chinese Wellbeing Service was also strong across the specialist Befriending, Social Club and Wellbeing club activities. As well as maintaining this important core service delivery, we have also introduced interest groups such as singing, dance music and table tennis sessions. |
|
| The Befriending service has been particularly over-subscribed with 56 cases out a target of 35 accessing the service, an annual target reached in Quarter 1, and 44 of which are from external referrals. Average attendance at the Social Club and Wellbeing Clubs have been gradually returning to pre-pandemic levels, with over 2,300 cumulative annual attendance across the various activities for each respective club. All these activities formed an important lifeline for the vulnerable and elderly local Chinese community, providing culturally specific activities to support the communities’ transition from pandemic lockdown into the new normality. For many suffering from isolation and loneliness, particularly in the elderly Chinese communities, these activities often form their only contact with the outside world. More work is needed to help people regain the confidence in accessing activities, and this will without a doubt require the combined efforts with the core group and volunteer team to ensure these vulnerable service users in the community are not forgotten. |
| The greater need in the Chinese community will continue to grow with the influx of HK BN(O)s, many of whom have chosen to put down their roots in Barnet and North London. We are pleased to have introduced a much needed and timely HK BN(O) project. Funded by the Department of Levelling Up, Housing and Communities (DLUHC), the service launched in February 2022 and was mobilised rapidly. It aims to support these new arrivals with a wide-ranging life-in-the-UK talks that include navigating health systems, education, employment as well as mental health and wellbeing, and practical support to aid their resettlement. |
|
| The service encourages the newly arrived HK BN(O) community to access our services via the Welcome Parties. In its first two months, the service has already attracted 179 unique individuals to the service across two Welcome Party Events, exceeding the project target to engage with 120 service users. Through this welcoming platform, attendees were connected with a wide range of services including one-to-one advocacy and advice sessions offered by our direct partners at New Citizen’s Gateway. Employability training sessions in conjunction with BOOST Barnet have also been popular; 13 individuals registered with this programme as soon as the service was introduced. We anticipate this will double if not triple in the first few months. These have been complemented with skills-based training delivered by FIVERR, offering IT classes, CV writing and job application guidance. Another thirty four individuals accessed ESOL Classes, which was delivered in partnership with Barnet & Southgate Colleges as well as in-house sessions. This is the activity with the greatest demand with a large number on the waiting list for these classes. Furthermore, over 100 responses have also been received related to our Wellbeing Programme, which will be vastly expanded in the coming months. Together with the Chinese Wellbeing Services, the organisation has never been able to engage with more people from the East and Southeast Asian Communities than now. |
| Objective, achievements and performance and financial review - 3 |
| Following on from the successes of our service provision during the Covid-19 pandemic, the organisation has continued to build on these creative developments, forging new partnerships and relationships. With the world only just beginning to recover from the impacts of the global pandemic, new challenges continue to present to us all; the war in Ukraine and the cost-of-living crisis will add to the hardship and challenges for the most vulnerable people in the community. |
| Building on the foundations of our existing offers, the introduction of new services has led to even closer working with statutory partners in the Local Authority and the Mental Health Trust. Joint working and collaborative partnerships that utilise the expertise of the VCS providers have never been more critical in the provision of mental health and wellbeing services. This ultimately will lead to a higher quality of service and achieving better outcomes. The demand for mental health and wellbeing services in the community is expected to grow significantly in the current climate. Through an integrated care approach, Meridian Wellbeing stands ready to meet this growing demand. |
| Thanks to the continued steadfast diligence of the staff team, and the unwavering managerial leadership to develop new opportunities, the organisation is well placed to not only weather the political and economic uncertainties, but further provide meaningful and impactful services to make a difference to people’s lives. We move into the new year with confidence that the team will once again rise to the challenges we face and support the most vulnerable in the community at their time of need. |
|
| As part of this business planning process Meridian Wellbeing has identified the following strategic objectives for the subsequent period: |
| (1) To continue to provide a high quality of wellbeing services to the generic population in Barnet, the Chinese Community all over London and UK, setting the highest quality standard. |
|
| (2) To identify new sources of funding for the organisation so that it can meet the increasing demand for its services |
|
| (3) To promote the development of highly qualified workforce using comprehensive training programme. |
|
| We welcome the views and contributions of all our service users and their families. If any one wishes to comment on our strategic objectives or any other aspect of our annual report please write to: |
| Shun Au OBE |
| Chair |
| Meritage Centre |
| Church End |
| Hendon |
| NW4 4JT |
| Or e-mail; info@meridianwellbeing.com |
| Investment power and policy |
| Under the Memorandum and Articles of Association, the charity has the power to invest in any way the trustees wish. However, bearing in mind the liquidity requirements of providing high quality direct services such as counselling, advice and information to the Charity's beneficiaries of all ages, the trustees have decided to keep available funds in an interest bearing deposit account. |
| Reserve Policy |
| The management committee has established a policy of working towards maintaining unrestricted funds of between 3 and 6 months, which is a general fund to be available for use at the discretion of the directors/trustees in furtherance of the general charitable objectives. The directors have identified three purposes to which the unrestricted fund is earmarked and note no.13 is showing the analysis of the fund. |
| Plans for future periods |
| A significant part of our work wiil be directed towards increasing capacity to provide a wider range of wellbeing services to the Charity's beneficiaries and developing a fully fledged Wellbeing Centre. |
| Indemnity insurance |
| The charity has insured against loss arising from the neglect or default of any of the Management Committee Members. |
| Insurance, against the possibility of claims, arising during the course of assistance provided by its workers, is already in place and is also continuing. |
| This report has been prepared in accordance with the provisions in Part 15 of the Companies Act 2006 applicable to companies subject to the small companies regime. |
| Directors' responsibilities |
| The directors are responsible for preparing the report and accounts in accordance with applicable law and regulations and in doing so: |
|
| ● |
make judgements and estimates that are reasonable and prudent; |
| ● |
prepare the accounts on the going concern basis unless it is inappropriate to presume that the company will continue in business. |
|
| This report has been prepared in accordance with the provisions in Part 15 of the Companies Act 2006 applicable to companies subject to the small companies regime. |
| On behalf of board of trustees |
| Shun Au OBE |
|
| Dated: 16th Dec 2022 |
|
| Meridian Wellbeing |
| Independent examiner's report |
| to the trustees of Meridian Wellbeing |
|
| I report on the accounts of the company for the year ended 31 March 2022 |
|
| This report is made solely to the charity's trustees, as a body, in accordance with the regulations under part 8 and section 130 to 173 of the Charities Act 2011. My work was undertaken so that I might state to the charity's trustees those matters I am required to state to them in an independent examiner's report and for no other purpose. To the fullest extent permitted by law, I do not accept or assume responsibility to anyone other than the charity and the charity's trustees as a body, for my work, for this report, or for the opinion I have formed. |
|
| Respective responsibilities of trustees and the examiner |
|
| The trustees' (who are also the directors of the company for the purposes of company law) are responsible for the preparation of the accounts. The trustees consider that an audit is not required for this year under section 144(2) of the Charities Act 2011 (the 2011 Act) and that an independent examination is needed and I am qualified to undertake the examination by being a member of the Association of Chartered Certified Accountants. |
|
| Having satisfied myself that the charity is not subject to audit under company law and is eligible for independent examination, it is my responsibility to: |
|
| 1) |
examine the accounts under section 145 of the 2011 Act; |
|
|
| 2) |
to follow the procedures laid down in the general directions given by the Charity Commission under section 145(5)(b) of the 2011 Act; and |
|
| 3) |
to state whether particular matters have come to my attention. |
|
| Basis of independent examiner's report |
|
| My examination was carried out in accordance with the general directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from you as trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit and consequently no opinion is given as to whether the accounts present a 'true and fair view' and the report is limited to those matters set out in the statement below. |
|
| Independent examiner's statement |
|
| In connection with my examination, no material matter has come to my attention: |
|
| (1) |
which gives me reasonable cause to believe that in any material respect the requirements: |
|
| (a) |
to keep accounting records in accordance with section 386 of the Companies Act 2006 and section 130 of Charities Act ; and |
|
| (b) |
to prepare accounts which accord with the accounting records, comply with the accounting requirements of section 396 of the Companies Act 2006 and with the methods and principles of the Statement of Recommended Practice: Accounting and Reporting by Charities |
|
|
have not been met; or |
|
| (2) |
to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached. |
|
|
|
| R B Thakkar FCCA |
| Such & Co Associates Limited |
| Association of Chartered Certified Accountants |
| 85 Great Portland Street |
| 1st Floor |
| London W1W 7LT |
|
| Dated: 16 Dec 2022 |
|
| Meridian Wellbeing |
| Notes to the Accounts |
| for the year ended 31 March 2022 |
|
|
| 1 |
Accounting policies |
|
|
The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows: a) Basis of preparation The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006. |
|
Income |
|
Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the item(s) of income have been met, it is probable that the income will be received and the amount can be measured reliably. |
|
|
Income from government and local authorities grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred. |
|
Interest receivable |
|
|
Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the Bank. |
|
Fund accounting |
|
|
Unrestricted funds are available to spend on activities that further any of the purposes of charity. Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside to use for a specific purpose. Restricted funds are donations which the donor has specified are to be solely used for particular areas of the Trust’s work or for specific charitable projects being undertaken by the organisation. |
|
|
Expenditure and irrecoverable VAT |
|
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Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings: |
|
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- Costs of raising funds comprise directly attrributable costs and appropriate amount of overhead incurred for that purpose. |
|
|
- Expenditure on charitable activities includes directly attributable costs and appropriate level of overheads incurred in respect of promoting and the preservation and safeguarding of mental health and the relief of persons who are Chinese origin suffering from mental illness and distress . |
|
|
- Other expenditure represents those items not falling into any other heading. |
|
|
Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred. |
|
|
Allocation of support costs |
|
|
Support costs are those costs that assist the project and includes administration and establishment expenses incurred or attributed while carrying out the work of the project. |
|
Tangible fixed assets |
|
Individual fixed assets costing £150 or more are capitalised at cost. |
|
|
Depreciation |
|
|
Depreciation has been provided at the following rates in order to write off the assets over their estimated useful lives. |
|
|
Plant, machinery and MV |
25% straight line |
|
|
Operating leases |
|
|
The charity classifies the office lease as operating lease and rental paid under the lease are charged to Revenue Account on a straight line basis over the period of the lease. |
|
Debtors |
|
|
Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. |
|
|
Cash at bank and in hand |
|
Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. |
|
|
Creditors and provisions |
|
|
Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due. |
|
|
Pensions |
|
|
Existing employees of the charity were entitled to join the Workplace Pension Scheme which is funded by contributions from employee and employer. Additionally for one employee, the charity has undertaken to take out an Additional Voluntary Contribution scheme. |
|
|
Legal status of the Trust |
|
|
The Trust is a company limited by guarantee and has no share capital. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £5 per member of the charity. |
|
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Resources expended |
|
|
Charitable activities: |
|
|
Directly attributable costs and appropriate level of overheads incurred in respect of promoting the preservation and safeguarding of mental health and the relief of persons suffering from mental illness and distress are treated as expenditure for charitable activities. |
|
Governance costs: |
|
|
This represents expenses relating to the management, organisational administration and compliance work and include the appropriate level of overheads. Such costs are allocated to each project on the basis of revenue generated by each project and estimated appropriation of some of the overheads by each project. |
| 2 |
Cost of generating funds: |
|
|
This represents fundraising costs which include appropriate apportionment of staff members' remuneration who are engaged directly in fundraising. Also apportioned is the appropriate level of overheads. |
|
|
All costs are allocated between the expenditure categories of the SoFA on a basis designed to reflect the use of resources. Costs relating to particular projects on hand are allocated directly where appropriate, others are apportioned on an appropriate basis e.g labour cost, revenue or estimated usage. |
|
|
| 3 |
Employees |
2022 |
|
2021 |
| Number |
Number |
|
|
Average number of persons employed by the company |
18 |
|
11 |
|
|
| 4 |
INCOME RESOURCES |
2022 |
|
2022 |
|
2021 |
|
2021 |
|
|
£ |
|
£ |
|
£ |
|
£ |
|
Restricted |
|
Grants, donations and other income |
|
Covid 19 Response and Transition Project - LCRF Wave 2 |
- |
|
|
|
9,740 |
|
Covid 19 Mental Health Digital Hub - NLCF & HM Government |
- |
|
|
|
48,393 |
|
Covid 19 Response Project for the Chinese Community - LCRF Wave 3 |
- |
|
|
|
35,782 |
|
Covid 19 Partnership Project Led by Barnet CAB - LCRF Wave 3 |
- |
|
|
|
2,852 |
|
Chinese Wellbeing Services - City Bridge Trust |
51,600 |
|
|
|
50,700 |
|
Covid 19 Winter Project - LCRF Wave 4 |
- |
|
|
|
9,900 |
|
HK BNO Project |
39,600 |
|
|
|
- |
|
|
|
|
91,200 |
|
|
|
157,367 |
|
|
Unrestricted |
|
Contract, donations and other income |
|
- Core Fund from City bridge trust |
- |
|
|
|
12,675 |
|
- Core Fund from Indigo Trust |
- |
|
|
|
10,000 |
|
- Others |
435,097 |
|
|
|
301,759 |
|
|
|
|
435,097 |
|
|
|
324,434 |
|
Fundraising |
- |
|
|
|
- |
|
Others |
- |
|
|
|
- |
|
|
|
|
526,297 |
|
|
|
481,801 |
|
|
|
|
|
|
|
|
|
| 5 |
Resources Expended |
|
| a |
Fund raising costs of Grants and Donations |
|
Staff costs |
3,000 |
|
|
|
3,000 |
|
Apportionment of Governance Costs |
- |
|
|
|
- |
|
|
|
|
3,000 |
|
|
|
3,000 |
|
|
|
|
|
|
|
|
|
| b |
Charitable Activities - Restricted |
|
Staff Costs |
62,202 |
|
|
|
115,468 |
|
Support and Project costs |
4,929 |
|
|
|
16,103 |
|
|
|
|
67,131 |
|
|
|
131,571 |
|
Apportionment of Governance Costs |
8,046 |
|
|
|
15,896 |
|
|
|
|
75,177 |
|
|
|
147,467 |
|
|
|
|
|
|
|
|
|
| c |
Charitable Activities - Unrestricted |
|
Staff Costs |
330,995 |
|
|
|
233,183 |
|
Support and Project costs |
19,600 |
|
|
|
27,110 |
|
|
|
|
350,595 |
|
|
|
260,293 |
|
Apportionment of Governance Costs |
46,552 |
|
|
|
26,315 |
|
|
|
|
397,147 |
|
|
|
286,608 |
|
|
|
|
|
|
|
|
|
| 6 |
Analysis of Governance Costs |
|
Staff Costs |
2,927 |
|
|
|
9,235 |
|
Depreciation |
2,342 |
|
|
|
350 |
|
Support costs |
292 |
|
|
|
1,722 |
|
Accountancy & Independent examiners's fees |
|
|
2,160 |
|
|
|
1,800 |
|
Consultancy incl. legal |
11,517 |
|
|
|
- |
|
General office administartion and establishment |
35,360 |
|
|
|
29,104 |
|
|
|
|
54,598 |
|
|
|
42,211 |
|
|
|
|
|
|
|
|
|
|
|
| 7 |
Operating surplus |
2022 |
|
|
|
2021 |
| £ |
£ |
|
This is stated after charging: |
|
|
Depreciation of owned fixed assets |
2,342 |
|
|
|
5,100 |
|
Pension costs |
19,782 |
|
|
|
8,574 |
|
Accountancy & Independent examiner's fees |
2,160 |
|
|
|
1,800 |
|
Wages and Salaries |
306,576 |
|
|
|
250,327 |
|
Sessional & freelance worker |
42,401 |
|
|
|
75,589 |
|
Social security costs |
31,864 |
|
|
|
27,911 |
|
|
|
|
|
|
|
|
|
|
The average number of employees, including volunteers employed by the organisation during the year was: |
|
65 |
|
|
|
60 |
|
| 8 |
Taxation |
|
As the organisation's activities are exempt from taxation, no provision for corporation tax has been made. |
| 9 |
Tangible fixed assets |
|
|
|
|
Plant and machinery etc |
|
|
|
|
| £ |
|
|
|
|
|
Cost |
|
At 1 April 2021 |
54,903 |
|
|
|
|
12,265 |
|
At 31 March 2022 |
67,168 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Depreciation |
|
At 1 April 2021 |
48,165 |
|
Charge for the year |
9,728 |
|
At 31 March 2022 |
57,893 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net book value |
|
At 31 March 2022 |
9,275 |
|
At 31 March 2021 |
6,738 |
|
|
| 10 |
Debtors |
2022 |
|
2021 |
| £ |
£ |
|
|
Accrued income and prepaid expenses |
181,815 |
|
49,619 |
|
|
|
|
|
|
|
|
|
|
| 11 |
Creditors: amounts falling due within one year |
2022 |
|
2021 |
| £ |
£ |
|
|
Creditors |
63,188 |
|
35,897 |
|
Taxation and social security costs |
12,500 |
|
2,539 |
|
|
|
|
|
|
75,688 |
|
38,436 |
|
|
|
|
|
|
|
|
|
|
| 12 |
Other information |
|
|
Meridian Wellbeing is a private company limited by guarantee and has no shares capital. Each member's liability in the event of being wound up is not exceeding ten pounds. |
|
