| Meridian Wellbeing |
| Registered number - 03150505 |
| Directors' Report |
|
| The directors present their report and accounts for the year ended 31 March 2025. |
| Reference and administrative details |
| Charity number: |
1058934 |
| Company number: |
3150505 |
| Principal office: |
Meritage Centre |
|
|
Church End |
|
|
Hendon |
|
|
NW4 4JT |
| Independent examiner: |
R Thakkar of Such & Co Associates Limited |
|
|
Outdoor Ground Floor, Paxton Terrace no. 8 |
|
|
Grosvenor Road |
|
|
London SW1V 3DA |
| 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 marks a significant step forward in realising Meridian Wellbeing’s long-held vision of developing the Meritage Centre into a thriving, integrated Wellbeing Centre for Barnet. More than 6,000 people accessed our services, and the centre recorded over 15,000 visits, demonstrating the trust placed in us as the gateway to mental health and wellbeing support in Barnet. |
| Across all our activities, our core principle has remained the same: to place the individual at the centre of their wellbeing journey. Through our partnerships with the NHS, local authority, and voluntary sector, we continue to offer a seamless blend of clinical, social, and community-based support that enables people to remain well, connected, and confident in their lives. |
|
| Barnet Wellbeing Hub |
| The Barnet Wellbeing Hub (BWH) remains the backbone of our integrated offer and the starting point for most residents seeking mental health and wellbeing support. This year, the Hub delivered its unique Emotional Health Check (EHC) and social prescribing pathway to over 1,500 people, connecting them to mental and physical health services, talking therapies, community groups, advocacy, and specialist support. |
| With 829 referrals (54%) coming directly from health and social care professionals, the Hub is firmly embedded within Barnet’s mental health pathway and continues to be relied upon as a trusted navigation point across the system. |
|
| Our long-standing cross-sector Joint Case Management (MDT) meeting reviewed 472 complex cases, a 10% rise on last year. Through the combined expertise of NCL clinicians, Adult Social Care, specialist VCS organisations and Meridian Wellbeing navigators: |
| · 96% of individuals were safely supported in the community, and |
| · 100% of those requiring specialist care were triaged appropriately into statutory services. |
|
| This collaborative model remains one of our strongest demonstrations of integrated working, relieving pressure on NHS and social care services and ensuring individuals receive timely, coordinated support. |
| The importance of belonging and social connection is embodied in our two Wellbeing Café offers. Our Peer-Led Wellbeing Cafés offer a practical bridge for these individuals, providing opportunities to meet peers with lived experience and develop the confidence and routine needed to thrive outside statutory services. |
|
| Our Wellbeing Café at the Meritage Centre, run by trained peers and volunteers, welcomes around 40 regular participants each week. Activities include table tennis, arts and crafts, board games, jewellery making, poetry, and gentle exercise; all centred around a warm, welcoming space where friendships form and confidence grows. |
| The EN4 Wellbeing Café in New Barnet, delivered in partnership with the New Barnet Community Centre and supported by the Prevention & Wellbeing Team, continues to expand. With funding now secured for a further two years through Neighbourhood CIL, it provides a crucial local access point for residents unable to travel to Hendon. |
|
| A strong complement to our clinical and social prescribing work is our physical activity programme, which continues to grow to help individuals improve health, routine and wellbeing. Our Stay Active and Connect sessions deliver a wide range of activities including tai chi, Pilates, aerobics, dance, and chair yoga, offering accessible ways for residents to build routine, improve health, and enhance resilience. These activities play a key role in supporting people transitioning out of statutory services and maintaining their wellbeing in the community. |
|
| Barnet Talking Therapies (formerly IAPT) |
| Delivered through the Multilingual Wellbeing Service (MWS) consortium, our clinical stepped-care model continues to exceed national targets: |
| • Headline recovery rate: 57.3% (vs national target of 50%) |
| • Reliable recovery: 54.5% (vs national target of 48%) |
| • Step 3 CBT completions: 13% above target |
|
| Our integrated model, which combines clinical treatment with seamless referral into BWH-led wellbeing plans and activities, has reduced waiting times, improved outcomes, and enabled residents to access community support long after completing therapy. |
|
| Objectives, achievements and performance and financial review cont'd |
| Integrated Voluntary and Community Service (IVCS) |
| Through the Wellbeing Together CIC partnership (Meridian Wellbeing, MiEB, CB Plus, Inclusion Barnet), the IVCS supported more than 350 people this year. The service connects patients preparing for discharge from secondary mental health care with local activities and community-based services that promote independence and sustained recovery. |
|
| The IVCS model has worked extremely well, integrating seamlessly with the Barnet Wellbeing Hub, Talking Therapies and the full range of community and peer-led support we provide at the Meritage Centre. Together, these services offer a coherent and continuous pathway that supports individuals from clinical treatment into community life, reducing post-discharge risks across emotional, social, physical and practical domains. |
|
| This fluid movement across the system is only possible because of the strong community infrastructure we have built. Our trained staff and volunteers offer ongoing support, structured wellbeing activities and social connection that help people maintain stability following discharge. Over time, the Meritage Centre has become an indispensable community asset for mental health; it is accessible, trusted and well understood by service users, partners and professionals alike, with clear pathways that operate effectively in both directions. |
|
| It is therefore with sadness that we have had to wind down the IVCS service this year, following the recent NCL re-tendering outcome that awarded the contract to a national organisation. While the service was still in its developmental phase and had already begun to gain real traction, the rapid pace of system transformation presents challenges for services of this nature. With a little more time, the model had the strong potential to mature into an impactful integrated offer for Barnet residents, delivered through well-regarded, established and deeply connected local organisations within the Wellbeing Together CIC partnership. |
|
| During the course of this year, our close partnership with the NHS remains central to our mission. Across the multi-disciplinary teams under Talking Therapies, IVCS and the BWH navigators, we continue to demonstrate the value of community-based integrated working, offering a holistic care and support package that consistently improves outcomes for Barnet residents. We remain hopeful that opportunities will arise in the near future to return as a system partner, working alongside the NHS to continue strengthening community pathways and supporting residents across the full continuum of care. |
|
| Chinese Wellbeing Services |
| Demand for the Chinese Wellbeing Service continues to grow, reflecting both longstanding community need and the increasing number of HK BN(O) residents settling in Barnet and surrounding boroughs. |
| This year, cumulative attendance across the Wellbeing Club and Social Club exceeded 4,500, while the Befriending Service operated at more than 60% above target, demonstrating the vital role this offer plays. |
| Our integrated approach, spanning intervention, recovery and prevention, enables individuals to progress at a pace that suits them. More than 40 trained volunteers, including former service users, played a crucial role in delivering sessions, providing bilingual support, and helping others re-engage with the community. |
| Hong Kong BN(O) Programme |
| Although the Barnet HK BN(O) programme funded by the Local Welcome Fund ended last year, it provided a strong platform for integration, supporting hundreds of new arrivals through wellbeing activities, cultural events, and community connection. These early foundations shaped the broader model we now deliver across North London. |
| Our delivery of the HK BN(O) project in Harrow demonstrated that the Meridian Wellbeing model is adaptable, scalable, and equally effective outside Barnet. Residents participated in a wide range of activities, including a welcome programme, settlement workshops, tai chi, cooking classes, fitness sessions, and social groups, all designed to support settlement, build social capital, and increase confidence in navigating life in the UK. |
| Both projects highlighted the importance of cultural familiarity, peer support and community-based wellbeing in helping new arrivals adjust, settle, integrate and thrive. |
| The momentum built in Barnet and Harrow evolved naturally into our longer-term language support programme. Our ESOL Classes and Conversation Café have grown rapidly, with a 50% increase in uptake this year. |
|
| Objectives, achievements and performance and financial review cont'd |
|
| Through a combination of structured lessons, informal discussion groups and online access options, HK BN(O) residents continue to receive: |
| • tailored English language learning |
| • wrap-around wellbeing activities |
| • opportunities to join sports sessions |
| • settlement support and guidance |
| • meaningful social connections and community integration |
|
| The ESOL and Conversation Café programme is now one of our most successful ongoing services, enabling residents to develop confidence, make friends, engage in British life, and access wider support when needed. |
|
| A Thriving Wellbeing Centre – A Vision Becoming Reality |
| What began over a decade ago as an aspiration to create a local, inclusive, community-driven Wellbeing Centre is now firmly taking shape. The Meritage Centre has become a vibrant hub of activity, a trusted space of support, and a central point of access for mental health and wellbeing services across Barnet. |
| Through sustained collaboration with Barnet Council, NCL, the Integrated Care Board, and our voluntary sector partners, Meridian Wellbeing has become the de facto gateway to mental health services in the borough. |
| We are proud that the majority of residents now begin their wellbeing journey with us, often going on to achieve positive clinical, emotional, social and practical outcomes through our integrated model. |
| In a year defined by economic pressures, workforce challenges, and increasing demand across health and care systems, Meridian Wellbeing has remained steadfast in its commitment to supporting those most vulnerable in our community. |
| Our blend of clinical expertise, social prescribing, community connection, physical activity and culturally-specialist support continues to relieve pressure on statutory services while providing residents with accessible, compassionate, and effective pathways to wellbeing. |
| With continued backing from Barnet Council, NCL, the ICB and our partners, we are confident that the Meritage Centre will continue to grow as Barnet’s primary hub for mental health and wellbeing – a place where people feel welcome, empowered, and able to thrive! |
| Looking ahead, the broader health and care landscape is entering a period of significant financial uncertainty. The NHS, like local authorities, faces increasing pressure to review priorities and operate within tighter budgets. These shifts will naturally influence the level and shape of support available to community partners and the voluntary sector in the years ahead. |
| Despite this, there remains a clear and growing recognition of the essential role that local specialist organisations play in supporting diverse communities, preventing escalation of need, and relieving pressure on statutory services. Community-based provision offers reach, cultural understanding and trust that cannot easily be replicated elsewhere. |
| As commissioning models evolve, it will be important that investment in local mental health charities is sustained. A reduction in such services risks widening inequalities, increasing unmet need and placing vulnerable residents at greater risk of social isolation, poverty-related stress and deteriorating mental health. Meridian Wellbeing stands ready to work collaboratively with partners to ensure that community strengths are protected and that residents continue to benefit from accessible, compassionate and culturally-responsive support. |
|
| 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 mental health 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 continue to develop a qualified workforce via 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.14a 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: |
|
| ● |
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: 18th Dec 2025 |
|
| Meridian Wellbeing |
| Notes to the Accounts |
| for the year ended 31 March 2025 |
|
|
| 1 |
Accounting policies |
|
The accounts (financial statements) have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant note(s) to these accounts. The financial statements have been prepared in accordance with the second edition of the Charities Statement of Recommended Practice issued in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Charities Act 2011 |
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The trustees consider that there are no material uncertainties about the Trust’s ability to continue as a going concern. |
|
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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. |
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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. |
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Interest receivable |
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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. |
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Fund accounting |
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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. |
|
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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. |
|
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- 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 . |
|
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- Other expenditure represents those items not falling into any other heading. |
|
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Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred. |
|
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Allocation of support costs |
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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. |
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Tangible fixed assets |
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Individual fixed assets costing £250 or more are capitalised at cost. |
|
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Depreciation |
|
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Depreciation has been provided at the following rates in order to write off the assets over their estimated useful lives. |
|
|
Plant, machinery and MV |
1/3rd of cost straight line |
|
|
Operating leases |
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The charity classifies the office lease as operating lease and rental and other related expenses paid under the lease are charged to Revenue Account as they are accrued. |
|
Debtors |
|
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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. |
|
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Cash at bank and in hand |
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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. |
|
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Creditors and provisions |
|
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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 |
|
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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 |
|
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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 |
|
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Charitable activities: |
|
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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: |
|
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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. |
| 1 |
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. |
|
|
| 2 |
Employees |
2025 |
|
2024 |
| Number |
Number |
|
|
Average number of persons employed by the company |
22 |
|
22 |
|
|
|
|
|
|
|
|
|
|
| 4 |
INCOME RESOURCES |
2025 |
|
2025 |
|
2024 |
|
2024 |
|
|
£ |
|
£ |
|
£ |
|
£ |
|
Restricted |
|
Chinese Wellbeing Services - City Bridge Foundation |
53,500 |
|
|
|
52,500 |
|
HK BNO Project - Barnet Council |
- |
|
|
|
30,000 |
|
HK BNO Project - Harrow Council |
25,716 |
|
|
|
2,760 |
|
Grahame Park Project - Barnet Council |
- |
|
|
|
17,987 |
|
Meridian Wellbeing Sport Programme |
|
- Sport England |
- |
|
|
|
14,750 |
|
|
|
|
79,216 |
|
|
|
117,997 |
|
Unrestricted |
|
- Contract, donations and other income |
597,313 |
|
|
|
565,179 |
|
- Inflation Pressures Payment - City Bridge Foundation |
- |
|
|
|
3,140 |
|
|
|
|
597,313 |
|
|
|
568,319 |
|
Fundraising |
- |
|
|
|
- |
|
|
|
|
676,529 |
|
|
|
686,316 |
|
|
|
|
|
|
|
|
|
|
|
|
|
2025 |
|
|
|
2024 |
| 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 |
50,728 |
|
|
|
75,106 |
|
Support and Project costs |
31,695 |
|
|
|
17,820 |
|
|
|
|
82,423 |
|
|
|
92,926 |
|
Apportionment of Governance Costs |
11,543 |
|
|
|
10,321 |
|
|
|
|
93,966 |
|
|
|
103,247 |
|
|
|
|
|
|
|
|
|
| c |
Charitable Activities - Unrestricted |
|
Staff Costs |
467,160 |
|
|
|
469,246 |
|
Support and Project costs |
23,240 |
|
|
|
27,443 |
|
|
|
|
490,400 |
|
|
|
496,689 |
|
Apportionment of Governance Costs |
73,371 |
|
|
|
52,141 |
|
|
|
|
563,771 |
|
|
|
548,830 |
|
|
|
|
|
|
|
|
|
| 6 |
Analysis of Governance Costs |
|
Staff Costs |
15,823 |
|
|
|
1,345 |
|
Depreciation |
3,962 |
|
|
|
1,149 |
|
Support costs |
1,546 |
|
|
|
4,265 |
|
Independent examiners's fees |
|
|
1,890 |
|
|
|
1,890 |
|
Legal fees re: previous year's insurance |
- |
|
|
|
5,657 |
|
General office administartion and establishment |
61,693 |
|
|
|
48,156 |
|
|
|
|
84,914 |
|
|
|
62,462 |
|
|
|
|
|
|
|
|
|
|
|
| 7 |
Operating surplus |
2025 |
|
|
|
2024 |
| £ |
£ |
|
This is stated after charging: |
|
|
Depreciation of owned fixed assets |
3,962 |
|
|
|
12,079 |
|
Pension costs |
61,296 |
|
|
|
30,271 |
|
Accountancy & Independent examiner's fees |
1,890 |
|
|
|
1,890 |
|
Wages and Salaries |
375,197 |
|
|
|
423,287 |
|
Sessional worker |
74,754 |
|
|
|
57,636 |
|
Social security costs |
30,611 |
|
|
|
33,464 |
|
|
|
|
|
|
|
|
|
|
The average number of employees, including volunteers employed by the organisation during the year was: |
|
75 |
|
|
|
75 |
|
| 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 2024 |
63,357 |
|
|
|
|
3,496 |
|
At 31 March 2025 |
66,853 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Depreciation |
|
At 1 April 2024 |
54,966 |
|
Charge for the year |
3,962 |
|
At 31 March 2025 |
58,928 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net book value |
|
At 31 March 2025 |
7,925 |
|
At 31 March 2024 |
8,391 |
|
|
| 10 |
Debtors |
2025 |
|
2024 |
| £ |
£ |
|
|
Accrued income and prepaid expenses |
539 |
|
64,341 |
|
|
|
|
|
|
|
|
|
|
| 11 |
Creditors: amounts falling due within one year |
2025 |
|
2024 |
| £ |
£ |
|
|
Creditors |
81,201 |
|
27,492 |
|
Taxation and social security costs |
2,669 |
|
9,666 |
|
|
|
|
|
|
83,870 |
|
37,158 |
|
|
|
|
|
|
|
|
|
|
| 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. |
|