**Charity number England & Wales: 1141533 Company number: 07032129**
**Surrey Wellbeing Partnership Annual Report and Accounts Year ended 31[st] March 2021**
## Surrey Wellbeing Partnership
## Legal and Administrative Information
|Company number|07032129|
|---|---|
|Charity number|1141533|
|Legal Status|The organisation is a charitable company|
||limited by guarantee and as such is|
||governed by its Memorandum and Articles|
||of Association.|
|Board of Trustees|Ann Kenney (Independent Chair)|
||Misty Bower|
||Ian Burks|
||Judith Crome|
||Kelly Headen|
||Chris Hickford|
||Lucy Ivankovic|
||Kate Lynn|
||Gillian North|
||Christina Powell|
||Edward Simpson|
||David Welch|
|Registered Office|Astolat, Coniers Way|
||New Inn Lane|
||Burpham,|
||Guildford|
||GU4 7HL|
|Bankers|The Co-operative Bank|
## Surrey Wellbeing Partnership
## Contents
|Chair’s report|1|
|---|---|
|Trustees' report|3|
|Statement of Trustees' Responsibilities|9|
|Statement of financial activities|10|
|Balance sheet|11|
|Notes to the Accounts|13|
**Surrey Wellbeing Partnership** Annual accounts for the year to 31 March 2021 –––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
## Chair’s report for year ending 31[st] March 2021
## About Surrey Wellbeing Partnership
The Surrey Wellbeing Partnership represents a third sector consortium, a partner in a pan-Surrey Emotional Wellbeing and Mental Health Alliance (now known as Mindworks Surrey) to transform emotional wellbeing and mental health services in Surrey. Surrey Wellbeing Partnership aim to lead in prevention and early intervention in the Alliance approach and over time reduce the need for clinical interventions, through building resilient communities and changing lives. Ultimately the aim of this transformational Alliance approach to emotional wellbeing and mental health for children, young people and families of Surrey aims to create “the village to raise the child” where there is
## No wrong door & No one left behind
The Surrey Wellbeing Partnership (SWP) is a formal joint venture of local and national charities of various sizes that support children, young people and families in Surrey. It is a registered charity and company limited by guarantee. The purpose of the Partnership is to combine the strengths, experience and reach of the charity sector in Surrey to participate in larger contracts and continuously improve the help and support that is available for our beneficiaries. We are particularly focussed on providing preventative support or early interventions with children, young people and families to avoid emerging situations turning into crises.
During 2020 – 21 a number of Third Sector organisations had influenced the commissioners of wellbeing and mental health services for children and young people, to invest more in prevention and early intervention activities and to increase the range of help available, beyond the more clinical approaches that currently existed.
The Third Sector organisations re-registered The Youth Consortium as the Surrey Wellbeing Partnership (SWP) and re-developed the organisation to increase the membership and update the joint venture agreement. This enabled the tendering for the emotional wellbeing and mental health work for Surrey, as a partner in a newly formed alliance approach. Chris Hickford was elected Interim Chair for SWP.
The organisation established its values and ethos and systems for tendering for this commission alongside Surrey and Borders Partnership NHS Trust and Tavistock and Portman NHS Trust, and other voluntary sector partners Barnardo’s, Learning Space and National Autistic Society.
Following a strengths-based approach, member organisations of SWP developed an offer as part of the tender, which focused on providing preventative and early help services for children and young people that over time will reduce the need for clinical interventions. Members’ organisations provide these services individually or as groups of partners within the community, in schools and alongside health care clinicians.
During the year the business model and approach for SWP was developed by SWP Directors pending a successful bid.
The tender for this work was successful following discussions with commissioners in November, and over the next four months, mobilisation funds were received for the work and the development of the organisation, including policies and procedures, and the employment of staff commenced. SWP was supported during this period through time and resources given by member organisations and by Surrey Youth Focus who had supported the development of the tender.
SWP employed a Programme Manager (November 2020), an Independent Chair (January 2021) and later a Finance Manager (March 2021) and administration support (March 2021). A Contract
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**Surrey Wellbeing Partnership** Annual accounts for the year to 31 March 2021
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Manager was recruited and in place April 2021, and the role of a Chief executive was approved by the Board and recruited in September 2021.
From January to March member organisations and staff of SWP were involved in mobilisation meetings across the alliance tailoring service models and design, beginning external communications with the community, consulting with user groups around the new service and recruiting staff for service delivery to begin from April 2021.
A phased mobilisation of service was established alongside other Partners and commissioners across the Surrey Emotional Wellbeing and Mental Health Alliance (now known as Mindworks Surrey). This enabled the high demand pressures due to the covid pandemic for services to be supported more flexibly. The full offer is expected to take Year 1 to fully mobilise and it is anticipated that early intervention and prevention services will take three years to be established fully and embedded in a way that will reduce the need for more clinical interventions.
We look forward to the journey working with all SWP members, staff, children and families and our partners across Mindworks Surrey to establish this new approach to emotional wellbeing and mental health in Surrey.
Ann Kenney Independent Chair
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**Surrey Wellbeing Partnership** Annual accounts for the year to 31 March 2021 –––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
## Trustee’s Report
The Directors of the Charity (who are the Trustees of the Charity for charity law purposes) present their report and the audited financial statements for the year ended 31[st] March 2021.
The Trustees confirm that the annual report and financial statements comply with current statutory requirements, applicable by law and the requirements of the Statement of Recommended Practice, "Accounting and Reporting by Charities", issued in March 2005.
## Structure, governance and management
A voluntary Board of Trustees and an Independent Chair are responsible for the overall governance and direction of the charity. During mobilisation the Independent Chair had an executive role and the small staff team and Directors, with delegated responsibility involved in mobilisation, reported to the Independent Chair, who in turn reported to the Board.
The Board currently has 13 Trustees (a nominated representative from each Member organisation), including an Independent Chair. The Board met monthly with a Finance and Contract Committee, Service Delivery committee, Communications and User Engagement Committee and Operations Committee providing further support during the mobilisation period up to 31 March 2021. Trustees are all members of the Board.
Over 2021-2022 as member organisations moved into delivery of services the committees with delegated responsibility were reduced to Finance and Contracts and contracts’ management began. The role of the Chief Executive was approved and recruited (Sept 2021). The Senior Management Team (SMT) meets regularly and reports to the Board through the Chief Executive. The Chief Executive oversees service delivery development discussions by partners as needed and any changes, especially those which would require a change to contractual arrangements, is discussed in detail at the Finance and Contracts committee and either recommended or not to the SWP Board.
The Independent Chair, SMT and Chief Executive attend meetings of the Board and its subcommittee.
As the Charity is a consortium of member organisations, each Member organisation is represented by a Trustee Director. The Chair is an independent post through open recruitment and a paid role for the Board.
The following served as Trustees during the period 1 April 2020 to 31 March 2021:
Ann Kenney (Independent Chair) Misty Bower Ian Burks Judith Crome Kelly Headen Chris Hickford Lucy Ivankovic Kate Lynn Gillian North Christina Powell Edward Simpson David Welch Kate Lynn John Downing (resigned 28 October 2021) Anthony Horton (resigned 20 May 2021) Kirsty Townsend (resigned 21 May 2021)
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**Surrey Wellbeing Partnership** Annual accounts for the year to 31 March 2021
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New Trustees have a comprehensive induction coordinated by senior staff and fellow Trustees. Trustees also have an annual review conducted by the Chair and receive ongoing training as required often as part of the strategic away days arranged for the Board.
None of the Trustees has any beneficial interest in the company. In the event of the company being wound up members are required to contribute an amount not exceeding £1. There are no Trustees’ interests to be disclosed.
Each of the Charity’s full member organisations have a seat on the SWP’s Board of Directors. The Board members are also the Trustees of the SWP Charity.
Surrey Wellbeing Partnership’s current members are:
Barnardo’s The East to West Trust The Eikon Charity Learning Space Leatherhead Youth Project The Matrix Trust NAS Services Ltd (for National Autistic Society) Peer Productions Relate West Surrey Step by Step Partnership Ltd Surrey Care Trust YMCA East Surrey
> Our key stakeholders are:
Emerge Advocacy Surrey County Council Surrey and Borders Partnership NHS Trust NHS Surrey Heartlands Clinical Commissioning Group Surrey Heartlands Health and Care Partnership Tavistock and Portman NHS Trust
The Trustees review the major risks facing the Charity on a regular basis, monitoring reserves and reviewing key financial systems to ensure sufficient resources are available to meet our obligations in the event of adverse conditions. The Trustees have also examined other operational and business risks faced by the Charity and confirm that they have established systems to manage the significant ones. The systems of control include:
- A multi-year budget.
- An annual operational plan and budget approved by Trustees.
- Quarterly reviews of financial results, for both income and expenditure, against budgets; as well as quarterly reviews of activity against plans.
- Monthly review of member’s activities and financial returns.
- Delegated authorities to spend within defined limits.
- Legal, HR and finance input from expert advisors.
The Trustees ensure that the management of risk and evaluation of outcomes are ongoing and embedded in management and operational procedures.
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**Surrey Wellbeing Partnership** Annual accounts for the year to 31 March 2021
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Key risks to the Charity include:
- Effectively mobilising and delivering the contracted services.
- Responding to the pandemic.
- VAT liability as a result of pending HMRC ruling on whether the services are outside the VAT scope and therefore no subject to VAT.
- Ensuring SWP’s staff is fully trained and supported.
- Covid impact on SWP’s services including an increased number of referrals as a result of the ongoing social restrictions.
- Ensuring that the right reporting infrastructure is in place to support the Charity’s growth.
We continue to regularly evaluate the impact and effectiveness of our work through a formal process of project planning and review led by SMT. Detailed project evaluations are undertaken and reviewed by Trustees at meetings of the Finance and Contract Committee.
## Public benefit
Section 17 of the Charities Act 2011 contains a legal requirement that all charities’ aims are for public benefit. The Charity Commission in its “Charities and Public Benefit” guidance states that there are two key principles to be met in order to show that an organisation’s aims are for public benefit:
1. There must be an identifiable benefit
2. Benefit must be to the public or a section of the public.
The impact of SWP’s work demonstrates the clear and positive benefit that we have on the lives of young people to develop their skills, education, capacities and capabilities and to participate in society as independent, mature and responsible individuals. SWP works with young people and partners to promote social inclusion by preventing people from becoming socially excluded and assisting them to integrate into society. As a partnership, SWP enables Members to promote effective use of their resources to achieve their charitable purposes.
## Surrey Wellbeing Partnership as part of Mindworks Surrey alliance
Surrey is committed to transforming emotional wellbeing and mental health services for its children, young people and families. The aim is to develop services going forward which are based around children’s needs rather than eligibility and to shift focus and resources into early intervention and prevention using the THRIVE framework. The services will be delivered through an alliance between NHS providers and voluntary sector providers working closely with the local authority and the education and social care sector.
Our joint vision is to deliver transformed services that deliver improved outcomes for children, young people and their families. The Mindworks Surrey alliance brings together expertise across our mental health trusts and the voluntary and community service providers working together with health and social care commissioners to deliver better services for Surrey children, young people and their families. Surrey Wellbeing Partnership (SWP) aims to lead in prevention and early intervention in the Alliance approach and over time reduce the need for clinical interventions, through building resilient communities and changing lives.
We are part of the Mindworks Surrey Alliance and are introducing the Thrive approach where children and young people have a central voice in decisions about their care, and their needs are met based on their goals. Children and young people will have more choice about their options, and more opportunity to access a range of services in many different ways.
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**Surrey Wellbeing Partnership** Annual accounts for the year to 31 March 2021
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We recognise children and young people do not want to always be seen in a clinic or a school setting, so advice and help will become more visible and accessible in the local community, closer to home.
## Review of 2020-2021 activities
During this year, SWP collaborated with two NHS Trust bodies (Surrey and Borders Partnership NHS Trust and Tavistock and Portman NHS Trust) in a health and charity sector cross-functional grouping known as the “Alliance”. Together, they have recently secured a £multi-million contract to deliver emotional wellbeing and mental health services to children, young people and families across the whole of Surrey. The contract started on April 1, 2021 and is for 7 years (with a potential to add 3 years).
The partners of SWP have a combined contract value of approximately £5m per year. It is the intention of commissioners that as the impact of the preventative early intervention (EI) services are demonstrated funding for the EI within the contract would increase over the 7 (+3) lifespan of the programme.
## Aims for 2021-2022
Launch of the network of services to be delivered by SWP’s partners across
- Community Wellbeing Team of practitioners – supporting children, young people and families in youth groups, schools and other community spaces.
- A network of Wellbeing Mentors (Volunteers).
- 1:1 goal-based counselling services for children, young people and families.
- Group work with peer groups, families, school groups, year groups.
- Training for school staff, school peer groups and school year groups.
- Targeted issue-based youth clubs and support groups.
- Co working at the Single Point of Access for referrals (especially from GPs and other professionals) but building a service where CYPF can access advice and support from anywhere within the system where they may have contact.
- Providing information, training and activities for parents, schools and CYP with ASD, ADHD.
## Aims for 2021-2022 in numbers
We have been asked to help almost 8500 young people and their families by delivering an estimated 60,000 support activities.
These services will then be able to link in with other services from alliance partners
The Mindworks Surrey alliance is committed to delivering the service to the THRIVE model. SWP is focused on the Getting Advice and Getting Help areas in the main, and those within the Thriving category. Linking to Alliance partners for other areas
https://www.annafreud.org/mental-healthprofessionals/thrive-framework/
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**Surrey Wellbeing Partnership** Annual accounts for the year to 31 March 2021
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## Plans for the future
As a new partnership the initial plan is to mobilise new and innovative services under the seven-year contract and to build strong partnering relationships within the group and with other providers and stakeholders in the Mindworks Surrey alliance.
Strategically, the intention is to establish the early intervention and prevention offers over the first three years of the contract and meet the emerging emotional wellbeing needs of children and young people of Surrey. By demonstrating the impact of this work we will seek growth in the early intervention services of the Mindworks Surrey alliance, over time building resilient communities and reducing the need for clinical interventions.
We are committed to developing a strong and consistent direct access offer, enabling young people, families, schools and professionals the opportunity to easily access services.
Through a deep understanding of the need, we aim to co-produce new and innovative services and ensure that we are able to reach further into different areas and communities including hard to reach groups.
In October 2021 the Board met to develop a strategic plan for:
- the delivery and development work of the tender and contract,
- establishing the requirements to demonstrate the impact of our work,
- championing the voice of the child/young person in our work
- its commitment to shaping the Mindworks Surrey service for the benefit of all children and families of Surrey.
The detailed plans for this are being further developed at this time.
## Finance Review
During the year under review, the charity had a very limited operations and therefore the income was £35k (19/20: £0) This income was awarded to the Charity to support the mobilisation process in advance of the beginning of the contract in April 2021. It is worth noting, that in addition to this income, the charity was a beneficiary of a grant paid to Surrey Youth Focus (£50k) that was used for governance development, staffing and infrastructure.
All expenditure was £35,184 (19/20: £818) and it was linked to mobilisation operations and in line with the available funding, and therefore the charity reported a small surplus linked to bank interest income. The unrestricted reserved at the end of March 2021 are £13,459 (19/20: £14,455)
## Reserves Policy and Going Concern
Reserves are needed to ensure that there remains enough liquidity to pay our staff and partners during times when cash flow fluctuates, to mitigate the financial risks we face such as unforeseen interruptions to our operations, to cover possible shortfalls in budgeted income, and to ensure that we can meet our planned spending commitments during the years ahead.
During the year, a new Reserves Policy was approved by the Trustees, which assessed the level of risk inherent within SWP’s operations and set out a calculation for determining the target level of reserves needed to mitigate that risk. This policy enables the Charity to determine whether currently held reserves are significantly above or below that target level. Where reserves vary from the target, plans will be made to bring reserves back in line with the target.
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**Surrey Wellbeing Partnership** Annual accounts for the year to 31 March 2021
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At the balance sheet date, total unrestricted funds are £13,459 (19/20: £14,455). Free reserves are below the calculated target of £62,500 (20120: n/a) and various actions have been agreed and adopted to increase the charity reserves during the next financial year.
The Trustees have closely reviewed the going concern position prior to signing this report and are of the view that SWP remains a going concern for the next 12 months, from the date this report was signed; and that there are no material uncertainties related to this.
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**Surrey Wellbeing Partnership** Annual accounts for the year to 31 March 2021 –––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Statement of Trustees’ responsibilities
The Trustees are responsible for preparing the accounts in accordance with applicable law and United Kingdom Generally Accepted Accounting Practice.
Company law requires the Trustees to prepare accounts for each financial year which give a true and fair view of the state of affairs of the charity and of its incoming resources and application of resources, including its net income and expenditure for the period.
In preparing those accounts, the Trustees are required to:
- select suitable accounting policies and then apply them consistently;
- 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 operation.
The Trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the accounts comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
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**Surrey Wellbeing Partnership** Annual accounts for the year to 31 March 2021
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## **Statement of Financial Activities**
## For the Year ended 31 March 2021
|Unrestricted
Funds
Restricted
Funds
2021
Total Funds
2020
Total Funds
Notes
Incoming resources from charitable activities
Grants receivable
1
35,188
-
35,188
-
Total incoming resources
35,188
-
35,188
-
Charitable activities
Grant funded activities
2
32,732
-
32,732
-
Total Charitable activities costs
32,732
-
32,732
-
Governance costs
5
2,452
-
2,452
818
Total resources expended
35,184
-
2,452
818
Net Expenditure
4
-
32,736
(818)
Total funds brought forward
13,455
-
13,455
14,273
Total funds carried forward
13,459
-
46,191
13,455|Unrestricted
Funds
Restricted
Funds
2021
Total Funds
2020
Total Funds
Notes
Incoming resources from charitable activities
Grants receivable
1
35,188
-
35,188
-
Total incoming resources
35,188
-
35,188
-
Charitable activities
Grant funded activities
2
32,732
-
32,732
-
Total Charitable activities costs
32,732
-
32,732
-
Governance costs
5
2,452
-
2,452
818
Total resources expended
35,184
-
2,452
818
Net Expenditure
4
-
32,736
(818)
Total funds brought forward
13,455
-
13,455
14,273
Total funds carried forward
13,459
-
46,191
13,455|Unrestricted
Funds
Restricted
Funds
2021
Total Funds
2020
Total Funds
Notes
Incoming resources from charitable activities
Grants receivable
1
35,188
-
35,188
-
Total incoming resources
35,188
-
35,188
-
Charitable activities
Grant funded activities
2
32,732
-
32,732
-
Total Charitable activities costs
32,732
-
32,732
-
Governance costs
5
2,452
-
2,452
818
Total resources expended
35,184
-
2,452
818
Net Expenditure
4
-
32,736
(818)
Total funds brought forward
13,455
-
13,455
14,273
Total funds carried forward
13,459
-
46,191
13,455|
|---|---|---|
||Notes
Incoming resources from charitable activities
Grants receivable
1
Total incoming resources
Charitable activities
Grant funded activities
2
Total Charitable activities costs
Governance costs
5
Total resources expended
Net Expenditure
Total funds brought forward
Total funds carried forward|Unrestricted
Funds
Restricted
Funds
2021
Total Funds
2020
Total Funds
35,188
-
35,188
-
35,188
-
35,188
-
32,732
-
32,732
-
32,732
-
32,732
-
2,452
-
2,452
818
35,184
-
2,452
818
4
-
32,736
(818)
13,455
-
13,455
14,273
13,459
-
46,191
13,455|
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**Surrey Wellbeing Partnership** Annual accounts for the year to 31 March 2021
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**Balance Sheet** As at 31 March 2021
|Notes
Fixed assets
Tangible Assets
Intangible Assets
Total fixed assets
Current assets
Debtors
Cash at bank and in hand
Total current assets
Liabilities
Creditors: Amounts falling due within one year
7
Net current assets
Total assets less current liabilities
Net assets
The funds of the charity
Unrestricted funds
Restricted funds
Total funds
Creditors: Amounts falling due after more|2021
-
-
-
137,407
137,407
123,948
13,459
13,459
13,459
13,459
-
13,459|2020
-
-
-
13,455
13,455
-
13,455
13,455
13,455
14,455
-
14,455|
|---|---|---|
For the year ending [your company’s year end date], the company was entitled to exemption from audit under section 477 of the Companies Act 2006 relating to small companies.
The members have not required the company to obtain an audit of its accounts for the year in question in accordance with section 476.
The directors acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts.
These accounts have been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime.
Approved by the Board of Trustees on 16[th] December 2021
and signed on their behalf by:
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**Surrey Wellbeing Partnership** Annual accounts for the year to 31 March 2021
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## **Statement of Cash Flow**
For the Year ended 31 March 2021
**----- Start of picture text -----**
2021 2020
Net Cashflow from operating activities i 123,952
Capital expenditure
Payments to acquire tangible fixed assets - -
Payments to acquire intangible fixed assets - -
- -
(Decrease) / increase in cash in the year ii 123,952 -
i Net Cashflow from operating activities
Net outgoing resources 4 -
Interest receivable - -
Interest payable - on finance leases - -
Decrease in stock - -
Decrease in debtors - -
(Decrease) / increase in creditors (excluding finance leases) 123,948 -
Disposal of fixed assets - -
Depreciation charge - -
Amortization charge - -
Net cashflow from operating activities 123,952 -
ii Analysis of changes in net funds
iii Reconciliation of net cashflow to movement in net funds
2021 2020
(Decrease) / increase in cash in the year 123,952 -
Cash to repay finance leases - -
Change in net funds resulting from cashflows 123,952 -
New finance leases -
Movement in net funds in the year 123,952 -
Net funds at 1 April 2020 - -
Net funds at 31 March 2021 123,952 -
**----- End of picture text -----**
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**Surrey Wellbeing Partnership** Annual accounts for the year to 31 March 2021
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## Accounting Policies
## (a) Basis of preparation
The financial statements have been prepared under the historic cost convention, with the exception of investments which are included at fair value.
The trustee considers that there are no material uncertainties about the charity’s ability to continue as a going concern. There are no material uncertainties affecting the current year’s accounts.
## (b) Funds structure
Where there is a legal restriction on the purpose to which a fund may be put, the fund is classified either as:
- a restricted fund or
- an endowment fund.
Those funds which are neither endowment nor restricted income funds, are unrestricted income funds which are sub analysed between designated (earmarked) funds where the Trustee has set aside amounts to be used for specific purposes or which reflect the non-binding wishes of donors and unrestricted funds which are at the Trustee’s discretion, including the general fund which represents the charity’s reserves.
## (c) Incoming resources
All incoming resources are recognised once the charity has entitlement to the resources, it is probable (more likely than not) that the resources will be received, and the monetary value of incoming resources can be measured with sufficient reliability.
Where there are terms or conditions attached to incoming resources, particularly grants, then these terms or conditions must be met before the income is recognised as the entitlement condition will not be satisfied until that point. Where terms or conditions have not been met or uncertainty exists as to whether they can be met then the relevant income is not recognised in the year but deferred and shown on the balance sheet as deferred income.
## (d) Resources expended and irrecoverable VAT
All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to each category of expense shown in the Statement of Financial Activities. Expenditure is recognised when the following criteria are met:
- there is a present legal or constructive obligation resulting from a past event
- it is more likely than not that a transfer of benefits (usually a cash payment) will be required in settlement
- the amount of the obligation can be measured or estimated reliably. Irrecoverable VAT is charged against the category of resources expended for which it was incurred.
Grant payments are recognised as expenditure when the conditions for their payment have been met or where there is a constructive obligation to make a payment.
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**Surrey Wellbeing Partnership** Annual accounts for the year to 31 March 2021
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The Trustee has control over the amount and timing of grant payments and consequently where approval has been given by the charitable fund committee, on behalf of the Trustee, and any of the above criteria have been met then a liability is recognised. Grants are not usually awarded with conditions attached. However, when they are then those conditions have to be met before the liability is recognised.
## (e) Allocation of support costs
Support costs are those costs which do not relate directly to a single activity. These include some staff costs, costs of administration, internal and external audit costs and IT support. Support costs have been on an appropriate basis. The analysis of support costs and the bases of apportionment applied are shown in the accounts notes. The basis of apportionment is given in the note to the accounts
## (f) Charitable activities
Costs of charitable activities comprise all costs incurred in the pursuit of the charitable objects of the charity. These costs, where not wholly attributable, are apportioned between the categories of charitable expenditure in addition to the direct costs. The total costs of each category of charitable expenditure include an apportionment of support costs as shown in the accounts notes.
## (g) Debtors
Debtors are amounts owed to the charity. They are measured on the basis of their recoverable amount.
## (h) Cash and cash equivalents
Cash at bank and in hand is held to meet the day to day running costs of the charity as they fall due. Cash equivalents are short term, highly liquid investments, usually in 90-day notice interest bearing savings accounts.
## (i) Creditors
Creditors are amounts owed by the charity. They are measured at the amount that the charity expects to have to pay to settle the debt.
Amounts which are owed in more than a year are shown as long-term creditors.
## 2 Prior year comparatives by type of fund
The primary statements provide prior year comparatives in total; this note provides prior period comparatives for the Statement of Financial Activities and the Balance Sheet for each of the types of funds that the charity manages.
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**Surrey Wellbeing Partnership** Annual accounts for the year to 31 March 2021
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## 1 INCOMING RESOURCES FROM CHARITABLE ACTIVITIES
|Grants & Donations
2 RESOURCES EXPENDED
Charitable Activities
Total costs of Charitable Activities
Governance Costs
Legal, professional and audit fees
Trustees expenses
Staff and other support cost
Total costs of governance
Total resources expended
Staff cost shown above do not include staff costs included within the
3
ANALYSIS OF SUPPORT COSTS
Support staff costs
Governance
Total support costs|2021
2020
35,188
-
Staff Costs
Other Direct Cost
2021
2020
6,477
26,255
32,732
-|
|---|---|
||6,477
26,255
32,732
-|
||-
-
-
13
13
818
-
2,439
2,439|
||2,439
13
2,452
818|
|||
||8,916
26,268
35,184
818|
||support costs and shown in note 3
Charitable
activities
Governance
2021
2020
6,477
-
6,477
-
2,439
2,439
-|
||6,477
2,439
8,916
-|
Costs are allocated to the following activities according to time spent
Grant programmes: staff time spent in assessing participants, allocating and monitoring available resources, development of the programme and evaluating performance, regular reporting to the funders
Governance: staff time and costs associated with our statutory and governance obligations including time and costs relating to various meetings and Trustees training
- 4 STAFF COSTS AND EMOLUMENTS
|Wages, Salaries & Contractors
National Insurance
Pensions
Training
Recruitment
Total|2021
2020
8,916
-
-
-
-
-|
|---|---|
||8,916
-|
There were no employees who earned £60k or more (including benefits but excluding pension contribution and severance payments) during the year.
Key Managemant Personels are the Trustees, Independent Chair and Finance Manager. Total remunitartion in 2020-2021 was £9k (£0k 2020)
The average number of employees including full time equivalents (FTE) was:
|Grant funded activities
Support costs|2021
2020
2021
2020
FTE
FTE
no.
no.
0.6
-
1
-
0.6
-
1
-|
|---|---|
||1.2
-
2
-|
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**Surrey Wellbeing Partnership** Annual accounts for the year to 31 March 2021
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## 5 GOVERNANCE COSTS
**----- Start of picture text -----**
Direct 2021 2020
costs Total Total
External Audit - - -
Trustee related costs - - -
Staff costs 2,439 2,439 -
Other admin costs 13 13 -
2,452 2,452 -
**----- End of picture text -----**
Governance costs include the external costs of professional advisers, Trustee expenses, internal and external audit and the time spent by the Senior Management Team on these matters and strategic planning.
The Independednt Chair is the only Trustee that have received remuneration in respect of his/her services as a Trustee during the year . Expenses paid on behalf of Trustees for travel during the year were £0k (2020: £0)
## 6 DEBTORS
**----- Start of picture text -----**
2021 2020
Trade debtors - -
Other debtors - -
- -
**----- End of picture text -----**
- 7 CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
2021 2020 Trade creditors 12,475 - Social security and other taxes 22,144 - Accruals & Deferred Income 89,329 - 123,948
- 8 POST BALANCE SHEET EVENTS
There are no post balance sheet evenst to report
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