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2020-08-31-accounts

CHARITY REGISTRATION NUMBER: 1162386

WECare Worldwide

Unaudited Financial Statements

31 August 2020

SAINT & CO

Chartered Accountants Saint & Co Chartered Accountants Sterling House Wavell Drive Rosehill Carlisle Cumbria CA1 2SA

WECare Worldwide

Financial Statements

Year ended 31 August 2020

PAGE
Trustees' annual report 1
Independent examiner's report to the trustees 12
Statement of financial activities 13
Statement of financial position 14
Notes to the financial statements 15

WECare Worldwide

Trustees' Annual Report

Year ended 31 August 2020

The trustees present their report and the unaudited financial statements of the charity for the year ended 31 August 2020.

REFERENCE AND ADMINISTRATIVE DETAILS

Registered charity name WECare Worldwide Charity registration number 1162386 Principal office Oak Lodge Kirkbride Wigton Cumbria CA7 5JH THE TRUSTEES Mr N J Myerscough Miss R L Carruthers Mr B Wickramasekera (Resigned 2 July 2020) Mr F G Crook (Deceased 16 December 2019) Mrs S A Tissera (Served from 1 November 2019 to 8 October 2020) Ms E A Donnan (Appointed 31 July 2020) Head of Organisation Janey Lowes INDEPENDENT EXAMINER Stuart Farrer FCA Saint & Co Chartered Accountants Sterling House Wavell Drive Rosehill Carlisle Cumbria CA1 2SA

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WECare Worldwide

Trustees' Annual Report (continued)

Year ended 31 August 2020

STRUCTURE, GOVERNANCE AND MANAGEMENT

WECare Worldwide has been set up as a Charitable Incorporated Organisation (CIO), registered with the Charity Commission (registration number: 1162386) on 24th June 2015 and has a structure consisting of a Head of Organisation, five trustees and between five and ten committee members, at any one time. The object and powers of the CIO are established in its governing document which is an association constitution.

The Trustees confirm that they have complied with section 17(5) of the 2011 Charities Act in having paid due regard to the Charities Commission guidance on public benefit.

Recruitment and Appointment of Trustees

Any person aged 16 or over can be appointed as a trustee of the charity by approval of the other trustees. Under the requirements of the constitution one third of the trustees (the longest serving since their last appointment or reappointment) must retire annually by rotation, but will qualify for reappointment. The number of trustees shall not be less than four or more than eight.

Risk Management

The trustees have assessed the major risks to which the charity is exposed and continue to monitor the systems and procedures in place to mitigate those risks.

OBJECTIVES AND ACTIVITIES

WECare Worldwide aims to change the face of veterinary medicine and animal welfare worldwide. We look to harness the compassionate and hard-working nature of the members of the veterinary profession in order to progress standards in both developed and developing countries, resulting in a standardised profession and animals receiving the very best care, regardless of whether they are a roaming or owned animal. Ultimately, this will have a long-lasting and sustainable effect on animal welfare, resulting in fewer animals suffering and less issues with street dog overpopulation in certain countries.

We started working in Sri Lanka in October 2014. As a small country with over 3 million street dogs, Sri Lanka fitted the required criteria of having poor animal welfare, inadequate veterinary standards nationwide and a large roaming dog overpopulation issue, with approximately one dog for every 8 people.

2014/2015 was a learning curve for all involved, not only as a new charity with lots of legislation and requirements to fulfill but also because we were working in a country where there were lots of challenges in terms of language barriers, approach to situations and also huge cultural differences. We rose to the challenge however and, despite some teething issues, throughout 2015/2016 we created a synchronised, happy team working towards a common goal of improving animal welfare on the island.

2016/2017 was a turning point for us, as a charity. In January 2017, we were lucky enough to be featured on the BBC website and the video was viewed 32 million times by people from all over the world. This brought in a large number of donations, which have allowed us to put firm infrastructure in place and achieve a level of security that we didn't anticipate was possible this early in our journey as a small charity.

2017/2018 was a period in which we grew a little and learnt a lot! We took on our first set of full-time overseas staff at the hospital and worked towards creating a more visible and forward-thinking entity, as opposed to just surviving day to day. We worked hard to finish the hospital build and continued to try and fundraise to fill it with all of the kit we needed to make it an international standard veterinary hospital.

2018/2019 was a year of contrasts - we gained more stability at the hospital in terms of building a reliable and progressive team, and adding that all important x-ray and ultrasound machine to our hospital but Sri Lanka itself was rocked by the Easter Sunday bombings, which led to a lot of disruption across the whole country. It was a heart-breaking and challenging period for everyone living and working on the island.

2019/2020 was our most challenging year yet. While the year began positively having received a shipping

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Trustees' Annual Report (continued)

Year ended 31 August 2020

container full of supplies from the UK, many of which were donated off the back of the Ben Fogle documentary; events were planned and staffing levels were such that we were about to take the next steps in our fundraising strategy, only for the COVID-19 pandemic to put a halt to these plans. The Head of Organisation's shift in roles had to be put on hold, with volunteers being prevented from traveling to Sri Lanka due to an arrivals ban at the airport, and those volunteers who were already working with us quickly departing on flights back to their home countries. Staff remained but we were really down to the bare bones, and due to these levels and in order to protect their safety, our services were reduced down to emergencies only. Though pushed to the limit, the trustees recognise the commitment of these members of staff who have gone above and beyond any expectations we could have had. 2020 has been a difficult year to put things mildly, but the strength and resilience our staff has demonstrated throughout is a reminder that without them there would be no WECare. We also would like to express our heartfelt thanks for the donations and words of encouragement received from our loyal supporters, which have been especially important over this period, and the source of a much needed boost to staff morale on many occasions during these tough times.

WECare Worldwide's purpose is: To promote humane behaviour towards animals by providing appropriate care, protection, treatment and security for animals which are in need of care and attention by reason of sickness, maltreatment, poor circumstances or ill usage and to educate the public in matters pertaining to animal welfare in general and the prevention of cruelty and suffering among animals, in particular but not exclusively, by:

a) Providing veterinary care to animals in need of care and attention due to sickness, poor circumstances, neglect or threat of disease.

b) Educating the public about responsible animal ownership, disease awareness and preventative healthcare.

c) Providing a humane method of feral animal control via neutering programs.

Our initial aims for 2019/2020:

As described in the Annual Report for 2018/19, our aims for the year were as follows:

ACHIEVEMENTS AND PERFORMANCE

2019/2020

At the start of the new financial year, there were many things to be positive about, we were still riding on a wave of excitement following the positive response from the 'New Lives in the Wild' documentary. Progress was being made with regard to planning for the new hospital with a potential donor showing a keen interest to support and fund the build, organising meetings between the supporter, trustees and various professionals such as lawyers and architects to move the project forward.

The charity's recruitment strategy was paying off, whereby it was expected that by early 2020 the charity could really start to focus on the fundraising strategy, with our Head of Organisation able to travel back to the UK and reconnect with various contacts within the veterinary industry to discuss potential collaborations and nurture

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Trustees' Annual Report (continued)

Year ended 31 August 2020

existing donor relationships to secure future support. During this time plans were also in place to promote 'Janey the Vet', the hardback publication of the story of WECare and its founder, which was highly anticipated to bring further exposure and promote the charity. With flights booked by the publishing company, and multiple PR opportunities in the UK lined up, our founder was excited to go to the UK and promote WECare in March 2020.

However, with the World Health Organisation declaring COVID-19 a global pandemic on 11th March 2020, Sri Lanka quickly shut its borders to overseas arrivals, the trip was cancelled on the assumption that the Head of Organisation wouldn't be able to get back into Sri Lanka and the island's airports remained closed until 21st January 2021. The freedoms that many of us had perhaps once taken for granted, were now being taken away, with laws coming into place with restrictions on travel , large gatherings and interacting with others coming into force.

Despite the pandemic causing huge disruption to the plans laid out for the year ahead as stated in 2019's Annual Report; there were still successes we can be proud of, as outlined below:

SUCCESSES

Neutering and vaccination

We carried out a mass vaccination programme in our village in September 2019, in celebration of World Rabies Day. This is something we will look to carry out annually as it was very well received and it was also a really nice way for us to connect further with the community. Over a 3 day programme, we vaccinated 320 owned and street animals, which could ultimately save their lives and the lives of human community members.

In October 2019 we carried out 2 days of CNVR at a local temple, at the request of a very supportive monk who has rescued street dogs over the years. This was a particularly important CNVR for us as it showed a strong link between Buddhism and good animal welfare to the local community. There is often a misconception that neutering dogs is not a practice that aligns with Buddhist values and so some in the community will still refuse to have their pets neutered. This is not a Buddhist value however, and this CNVR went a long way towards dispelling this myth. During this CNVR programme, we neutered 52 animals (including quite a number of cats, which was a nice change) and provided 75 life-saving rabies vaccinations.

As with many of our plans, the COVID-19 pandemic inevitably threw our schedule for further CNVRs and vaccination clinics into disarray; however our team is highly skilled in reacting to emergency situations and in response to a new plight being faced by the street dogs as a consequence of the outbreak, many animals risked starvation over lockdown with the closure of businesses and public services which would normally provide a food source for them. A plan was put into place and, after liaising with the local police, we gained permission to set up small teams that were allowed to commence feeding programmes to reach those animals in need. Despite our team numbers having reduced by over 40% between March and June 2020, our staff worked tirelessly to ensure that they provided daily feeding programmes for hundreds of dogs in the area, ensuring that no one went hungry whilst the streets, harbours and bus stands were empty of footfall and food sources.

Hospital development

We are very proud that despite what the year has thrown at us, we still managed to make some progress towards our future plans to purchase land on the island and build a bespoke hospital. We have sought expert advice and now have the appropriate company structure in place following discussions with both Sri Lankan and UK based lawyers in order to safeguard assets and funds once a suitable site is located and land is subsequently purchased in Sri Lanka. As soon as lockdowns ease and staffing levels permit, the search for a suitable plot will resume.

Pre-pandemic, we have also continued to develop our current hospital in order to meet our ongoing needs, for example with the conversion of what was previously a staff room into an x-ray room constructed to the appropriate standards. We converted our office container in the garden into a staff room and drew up plans for a visitors' centre in the garden once the borders open and tourists start travelling to Sri Lanka again.

Trustees

On 31st July 2020 we were thrilled to welcome Emma Donnan as a newly appointed trustee of WECare

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Trustees' Annual Report (continued)

Year ended 31 August 2020

Worldwide. Emma's background is in public relations and she has previously worked with the Head of Organisation on the book 'Janey the Vet'. Emma travelled to volunteer with the charity back in February 2019 and is an ideal fit to join the board, having seen first-hand the work being carried out in Sri Lanka. She is friendly and personable, and brings a whole new set of skills to the organisation and has a fresh pool of contacts for us to draw from in order to enhance our activities in areas such as PR and within the events industry.

Staff

In our efforts to create a greater degree of consistency and security for the charity, we continued to enhance our core team with the appointment of a new practice manager and our first Sri Lankan new graduate vet. We recruited Dr. Nayomi Thilaksha straight out of Perideniya Vet School and, as a local girl from Dikwella (10km away) we were thrilled to have such an enthusiastic and caring individual on board. Her internship year turned into her having to get very hands-on and she quickly became a lifeline for the charity as all of the international vets departed during the initial stages of COVID-19, leaving only Nayomi and our Head of Organisation in our fulltime vet team. It was a steep learning curve but Nayomi is thriving and we are looking to employ a second Sri Lankan vet as a result. Our practice manager, who initially came to volunteer as a kennel hand in December 2019, got roped into staying on as practice manager when we discovered her extensive experience within big business in the UK, largely covering EA roles. She didn't have long to settle before the pandemic hit and has worked incredibly hard to ensure the survival of WECare during this difficult time.

Previously relying heavily on volunteers, we had little opportunity to directly witness the true value of consistency and closeness within a team. The silver lining to this difficult year has very much been the creation of a tight-knit, hardworking core team, who are in it for the long run and continue to add value on a daily basis. Working with the same people, day in-day out, during some extremely challenging and emotional circumstances has produced a team that is outstanding; going above and beyond at all points to achieve the shared vision and a team which puts WECare in a great position to welcome and train new people as additions to the team when the time is right.

Treatments

We started the year off in full swing with a thriving clinical team, working their way through busy days full of consultations, surgeries, emergencies and managing a full hospital of patients. They were also out on the streets, providing care and treatment in situ.

However, when the pandemic struck, we lost all of our veterinary nurses and three vets, resulting in 2/10 clinical staff remaining. This, alongside emergency measures put in place to protect our staff and their families at this point, meant that we were running on an 'emergencies only' basis and had to adjust to a much smaller caseload. We did not treat anywhere close to the number we would have liked to during 2019/20 (we provided 913 treatments), however, we are so proud of what we achieved in that time when indefinite closure truly was looming over our heads due to the critical nature of our clinical staffing numbers. We are very thankful to the whole team who supported the vet surgeons during what was likely the most challenging period of their careers, and our true success is the fact that we remained open and providing treatments, no matter how low the number, during this period.

Media exposure

As announcements came in that airports were closing due to the pandemic, a BBC team were just about to wrap on filming a documentary about WECare for their BBC Earth YouTube channel. The airing of this was delayed during the pandemic as the series was based on travel, but we are looking forward to this being released at some point in 2021.

'Janey the Vet' was published in March 2020 which provided exposure to the charity. The book was to be promoted when the Head of Organisation was due to fly back to the UK that month, with interviews lined up which then were cancelled as the world ground to a standstill. Despite this, the book was still successful, and the publishers are planning a paperback release once Janey returns to the UK once restrictions are lifted and the promotions that were originally planned, are finally able to take place.

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Trustees' Annual Report (continued)

Year ended 31 August 2020

Our Head of Organisation was also interviewed by BBC Radio Newcastle and BBC Radio Tees in 2020. It is also hoped that a follow up program to the Ben Fogle documentary or possibly even a standalone series may be a future possibility which would be fantastic. We feel there is plenty of content to make this a fascinating watch and the feedback we previously received, shows there is an appetite to see more from WECare. With that in mind, it is also our intention to set up our own YouTube channel to broaden our online presence and expand our following.

Fundraisers, partnerships and sponsorships

We held another successful Charity Ball in November 2019 which raised £15,630 net of costs which includes donation pledges made on the evening. In order to keep the event fresh and exciting, we opted for a change of venue this year which went down well with staff and guests alike, and we have decided to use the venue again once we feel the time is appropriate for such events to resume. We also decided to outsource the event planning for the first time. We wanted the theme to be developed in a professional manner to provide a magical atmosphere for our guests to enjoy, in the hope of enticing them to attend future years. With access to the event company's props and equipment, we deemed this a good way to achieve this outcome. It was also expected that outsourcing much of the planning would free up valuable time for the limited staff/volunteers we have available leading up to the event and on the night itself, to concentrate on the finer details and take off some of the pressures experienced in prior years.

As it is our intention under 'normal' circumstances, to hold fundraising events more frequently throughout the year, we were looking for a reliable event planner to build a good rapport with, in the hope of creating a strong, long-standing business relationship to meet our future needs. The additional expense obviously impacted the net amount raised which was to be expected, however the process was not as we had hoped, 100% problem free. We do feel we would utilise the services of an event planner in the future but would opt for an alternative supplier; one who we felt interpreted our brief more accurately. Despite some aspects not quite meeting our standards, we received wonderful feedback from our guests and still raised a healthy amount for the charity and so can confidently say the evening was a successful one. With our planned events for 2020 being postponed in both Sri Lanka and the UK, this has been a big hit for the charity financially. We very much hope to hold another charity ball as soon as we deem it safe and financially viable to do so. We will also look forward to our plans of holding a summer event in London and of the rescheduling of the Great North Run to cheer on our team of runners later in the year, 2021.

We expanded our merchandise range to include branded water bottles. While circumstances have delayed our plans to introduce other items to our range, we are very excited at the products we hope to add to our collection, and the development of some new clothing designs to complement our existing range too, all of which are to be sold via our ecommerce shop on the charity's website.

During the year we were once again lucky enough to collaborate and receive support from businesses in the veterinary field, including IMS Euro, Covetrus and Dechra, who provided a host of support- from product, to PR, to technical support. We are extremely thankful to be a part of the UK veterinary industry as, not only do we receive company support, it is also a huge boost to receive support, advice and comfort from peers within the profession.

Various corporate sponsors including those specialising in clothing, homewares and the pet food industry have offered support through pledging a percentage of their sales to WECare, which is extremely generous too.

Local Community Relationships

Our relationship with the local community has gone from strength to strength during this period as we had increased visibility in the villages due to our dog feeding programmes and posters etc that went up to promote the care of community dogs during the lockdowns. We have also ensured more of our social media posts are translated in Sinhala and lots of our international staff are receiving lessons in their spare time.

Our relationship with the NGO department has strengthen during this period as we have had to rely on them heavily for information regarding visa issuance and staff and community safety. The government offices have

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Trustees' Annual Report (continued)

Year ended 31 August 2020

been closed for extended periods during lockdowns which has created many challenges however one positive is the increased communication levels which has rendered a stronger relationship.

Online Presence and Educational Tools

A fantastic offer to come from the airing of the documentary 'New Lives in the Wild', was from Fhoke a web design agency who offered to build the charity a brand new bespoke website. Our existing site had struggled with demand when the documentary aired which was less than ideal. The custom made website would incorporate all our branding, be much more robust and would be customisable to meet our future needs.

We have used our new online platform to have greater reach with educational blogs (written in both English and Singhala), educational social media posts and stories. We are looking to produce some Singhalese video content in the future.

DIFFICULTIES AND CHALLENGES

In December 2019 we were absolutely devastated by the sudden death of our beloved trustee Fred. He was such a dedicated colleague and quickly became a great friend too. Fred was very generous with both his time and resources. Financially he supported the charity through his privately ran business 'The Courier Company', who footed the shipping costs of our supplies from the UK to Sri Lanka since 2016. Fred has also played an integral part in discussions for strategy planning for the hospital build project and introduced the trustees and Head of Organisation to some important contacts. We will forever be grateful for Fred's input while serving as a trustee, and we will remember him with the fondest memories, hoping to make him proud in the work we continue to do.

On 15th March 2020 the seriousness of the impact that the COVID-19 outbreak was to have on the charity was first realised when our Head of Organisation decided it would be too risky to travel to the UK as had been planned, for fear of not being able to get back into Sri Lanka was she to leave. A plan was put into place to send the most urgently needed drugs that were due to be transported from the UK to Sri Lanka during this trip, to a veterinary surgeon that was about to fly out to Sri Lanka to volunteer with WECare for a six month period. Unfortunately that too was not to be, when later the same day we received word that visas were no longer going to be issued and flights to Sri Lanka from the UK were to be suspended.

During the pandemic, we were running our services with just two veterinary surgeons as previously mentioned, and no veterinary nurses. Veterinary nurses are an integral part of any veterinary practice and it is near impossible to run without them. Our animal care assistants stepped up to the challenge however, receiving instruction from our previous WECare nurses back at home, and they ensured that the vets had support and could focus on the task at hand. Despite their incredible efforts, nothing can beat the experience and expertise of a qualified vet nurse, particularly when it comes to managing anaesthesia, so this was a huge challenge for us in 2020. Our branding and communication strategy also took a hit while we had to focus our efforts on getting through the day to day processes of the charity safely and efficiently. While projects were held back and we did not manage to send out regular newsletters to our supporters, we did manage to update our social media pages regularly to keep our followers engaged and informed of our activities. Our Social Media Manager had been waiting on the support of a newly-appointed Comms Manager and a Social Media Assistant, due to the huge workload associated with this aspect of the charity. Their appointment fell through, however, which has left our Social Media Manager under a lot of pressure.

It was a particularly stressful time trying to balance our duty of care to animals in need and the safety of our staff. We immediately reduced services down to emergency only and put in place safeguarding measures to make tasks as COVID secure as possible. Due to the increased workloads and pressures that inevitably staff have been under, we now offer access to confidential counselling sessions which we felt it was appropriate to offer for their welfare purposes.

It was a difficult balance ensuring funds were still being raised during the pandemic while all the time being very aware to act in a socially responsible way. Like it had done during the period following the Easter bombings, with

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Trustees' Annual Report (continued)

Year ended 31 August 2020

people losing their lives and others losing their livelihoods, any appeals we did make, had to be done in a very sensitive way. It was extremely fortunate that our reserves provided us with security during this period, showing just how important maintaining an adequate reserves level is, in case of any unforeseen circumstances, such as those experienced in 2020. Like lots of animal charities, we were subject to many cancelled regular donor pledges, but we were also met with some larger one-off donations from previous donors, recognising the fact we would be subject to such losses. We are so appreciative of the consideration given to this issue from these donors; the extra support received has helped to plug some of this funding gap.

Our planned CNVR programmes and vaccination clinics were unfortunately postponed due to a ban on gatherings and public announcements. There is yet to be an update on when these will be lifted/reassessed. We are looking at ways around this; particularly in the form of a secure mobile surgical unit whereby everything is done inside and no gathering will occur on the street. Initial estimates for this work are coming out high due to tax and import duties in Sri Lanka, however we feel it is a crucial area of our work that we need to conduct for long-term impact so we will look to fundraise for this.

As with our CNVR and clinics, our school education programmes were also halted. Day to day survival and firefighting has been the priority this year and, whilst we have tried to look to the future and set the wheels in motion for medium and long-term plans, it has been very difficult. We would still like to expand across the country and into others, however, this plan has been set back by at least two years now. Little discussion has taken place yet as to which countries are under serious consideration for addressing their overpopulation issues and lack of veterinary care of their street dogs as part of our expansion plans. This will remain the case while we are still running on low staffing levels as a result of the pandemic.

Operational Performance

In 2019/2020, we fulfilled each subsection of our purpose in the following ways:

a) Providing veterinary care:

Since we started operating on the island, WECare has treated 7,124 animals in our hospital or out on the streets who would have otherwise run a high risk of not receiving any form of care. Our hospital is established and known throughout the community so that locals can alert us to any animal in need and requiring our attention. We have protected 11,036 animals, through our vaccination programmes, against Rabies, which also has the added benefit of reducing the risk to human life as well. We continue to bring more advanced treatments and invest in specialist equipment and training to improve veterinary standards on the island to an international level. We continue to work with the local community, police, religious leaders and local governments, to highlight the importance of animal welfare and educate the importance of community dog responsibility, our vaccination drives and our free neutering services. Here we can promote not only the benefits to the animal population, but also the human population too.

b) Providing education:

During 2019/20, WECare Worldwide adjusted our approach to online-only due to the inability to spend significant periods of time with members of the community. Informational blogs, social media content and poster-driven campaigns have been the mainstay of our educational efforts this year.

c) Providing neutering programmes:

In 2019/2020, we performed 382 neuters both during a 2 day CNVR and during the lockdown in our hospital premises. Despite feeling as though our numbers pale in comparison to previous years, it is reassuring to think that every neuter is making a difference, when you consider that one un-neutered female and her offspring have the potential to produce 27,000 puppies during their reproductive years.

FINANCIAL REVIEW

Due to changes to the year end date in the previous financial year, there are 17 days less in the 2019 accounting period, when compared to 2020, therefore this should be borne in mind when reviewing comparative figures

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Trustees' Annual Report (continued)

Year ended 31 August 2020

represented in the accounts.

Income for the reporting period totalled £320,273. This figure is compiled of direct donations of £233,369, gift aid claims totalling £23,513, £103 worth of drugs and consumables donations and £36,881 which was raised during the year from our annual ball and other fundraising events. Our heavily-discounted charges for owners seeking treatment for their animals generated £15,073 of income during the year. £2,387 in income was earned from the running of the charity lottery, and £7,768 generated from merchandise sales. A further £198 was received from one of our corporate partnership supporters.

During the year we had planned to reapply to The Jean Sainsbury Animal Welfare Trust for a grant, however the charity's board amended the criteria to provide emergency grants only to assist those charities most impacted by the pandemic, with limited reserves and therefore risked collapse, we did not fit this criteria. However WECare Worldwide was awarded a grant of £709 during this period from eBay to compensate for reduced income in relation to sales of merchandise on their platform. Also included in the income figure is £272 relating to bank interest earned.

There was a little over 20% reduction in direct cash donations in the year to 31st August 2020 compared to the prior period. It was not at all unexpected to not meet the same donation level as 2019 with this being the year the charity appeared on the Channel 5 documentary, 'Ben Fogle: New Lives in the Wild' which resulted in a surge in donations when it aired. It was always unlikely for 2020 to reach such levels without a similar form of media exposure.

We were incredibly fortunate in September 2019, right at the beginning of the new financial year to receive a container full of supplies, most of which had been kindly donated by supporters who were looking to help, following the documentary airing. Spending on drugs and consumables were greatly reduced during the year, from £46,257 in the period to 31st August 2019, to £17,929 to 31st August 2020. This was partially due to us being able to draw from these stocks, but also a large contributing factor was reduced activity levels as a result of the pandemic where the charity was working for around half of the year on an emergency basis only. An area where spending increased as a result of the pandemic, was animal feed costs. This more than doubled from £6,150 in 2019's accounts, to £13,671 in 2020's. This was due to a multitude of factors from introducing our dog feeding programme (up to 300 dogs per day on rice and curry) to new corona-restrictions on imports, resulting in the price of dog food for the inpatients increasing around 20% compared with last year.

As discussed throughout the years, wages are always going to be one of WECare's biggest costs because of the fact we provide our own veterinary care. For many animal welfare charities, one of their biggest outgoings is that of veterinary bills however, as we provide our own care, that expenditure is rolled into the 'wages' category. Accountancy costs are also incorporated into the wages figure, as we employ a qualified accountant integrated into the Business Development Manager's role, based within the UK.

It has never been clearer after the events that have unfolded over 2020, that the continuity and structure provided through the employment of permanent core staff in both Sri Lanka and the UK is vital to the continued running and survival of the charity. As discussed earlier, we hope to build on this core team going forwards and allow progression opportunity for all of those who have stuck with us during these very trying times. Due to having a more 'fixed' team, salary increases based on performance reviews have been implemented, resulting in an increased overall wage expense, but a happy and appreciated team.

The amount paid in rent by the charity during the financial year increased from £4,621 to £5,331 as we rented additional storage and further staff accommodation to replace the volunteer house.

Electricity rates increased from £2,739 in 2019 to £3,013 in 2020; and water rates from £300 to £431 due to the running of additional equipment and additional cleaning being undertaken.

Transport and travel costs remained consistent, however with the bulk of the charity's CNVR programmes having to be postponed resulted in vehicle hire costs being reduced down to £158 from £1,849 and accommodation costs to £51 from £642 in the previous period. We welcomed the x-ray and ultrasound into the clinic in

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Year ended 31 August 2020

September 2019 which was a significant equipment investment for the charity, though the cost of these was generously funded by a donor. During the financial year the charity invested in another air conditioning unit and a microscope for the hospital.

Property expenses totalling £6,229 were incurred compared to £4,392 in 2019 to maintain the premises and carrying out such works as converting the staff room into a dedicated room for the x-ray as well as works being carried out to the garden area. Printing, postage and office stationery has all reduced, due to decreased activities because of COVID restrictions, as has equipment hire costs.

Telephone costs have increased to £1,094 in 2020 from £671 in 2019. Included in this figure is the cost of an android mobile telephone for capturing those crucial 'Before and After' photos and videos for social media and to also provide a WhatsApp platform for our clients. We also introduced a second Wifi connection to the hospital due to frequent issues with the telephone (and internet) line (usually monkeys damaging the cables). We acquired a 4G router which is wireless to provide an alternative for when the line is down but neither connection is good enough to supply all of the devices in the building so a combination of the two works nicely.

Computer and software costs have increased by 82.1% from £1,148 to £2,091, due to investment in IT equipment such as surge protectors. Bank charges almost doubled from £80 in 2019 to £154, mainly due to additional charges attached to the Sri Lankan current account. Legal fees of £3,000 were incurred during the year for services pertaining to the Sri Lankan company set up and advice relating to the charity's future land purchase.

The repairs and renewals expense increased from £545 in 2019 to £1,607, notably due to repairs and servicing costs to the x-ray machine, CCTV and air conditioning equipment.

The cleaning cost rose significantly too from £1,605 to £2,959. This was due to even more stringent cleaning protocols being put into place and the added expense of hand sanitisers to protect against the coronavirus.

Platform processing fees increased during the year from £3,097 to £5,019 as the number of donations processed in the period increased significantly. Additional fees were also incurred for the monthly subscription to the platform used to process donations via the charity's website.

Reserves Policy

The trustees aim to maintain free reserves in unrestricted funds at a level to incorporate and meet the funding requirements to cover a minimum of six month's expenditure towards budgeted CNVR days, treatment costs and education days, staffing and travel costs, hospital overheads and marketing. Well-managed CNVR programmes will have predictable project costs and so it is hoped that the WECare neutering and vaccination initiative will be covered by external grant givers and direct sponsors going forwards. Funds should be reserved in the instance that grant applications are rejected but it is almost certain that at least 30% of the cost of these programmes will be covered. The trustees consider that setting the reserves level based on the afore mentioned basis will provide sufficient funds to respond to any unforeseen circumstances, whilst continuing work on the ground at a basic level, covering the costs of treatments, fulfilling the charity's commitment to education while also ensuring that support and governance costs are met. At 31 August 2020 free reserves totalled £173,502, exceeding this target level.

PLANS FOR FUTURE PERIODS

As soon as lockdowns are lifted and restrictions allow, we will continue our search for a suitable site for our new hospital. We will also explore appropriate options for potential donors.

While a sensitive topic of conversation, for a great many charities, especially those more established organisations, legacy income forms in some cases, the largest proportion of annual funds raised within their charity. As part of our fundraising strategy, we do feel it is important to bring attention to our cause so that any supporters wishing to leave a legacy to WECare within their will, has the appropriate information available for them to put these plans into place should they choose.

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WECare Worldwide

Trustees' Annual Report (continued)

Year ended 31 August 2020

As part of our drive to show more of a presence within the local community and to highlight the benefits of the services provided by WECare, we hope in the not too distant future, to concentrate our efforts on raising funds to purchase a vehicle suitable for conversion into a mobile clinic from which we can travel through towns and villages and run clinics for both owned and street dogs. With the successful launch of our new website we would now like to proceed to phase two, whereby we will add an ecommerce shop to our website, where we can sell merchandise such as our t-shirts, water bottles, gift cards, tote bags and new items of merchandise we plan to add to the range.

We will continue to collaborate with brands which have similar aims and goals to that of the charity. Of particular interest are parties who are able to sponsor areas such as pet food and the shipping of stock between the UK and Sri Lanka. We will strive to search and apply for grants which are able to secure funding for both our day-today running costs but also to help with our longer term strategies including the funding of CNVR programmes and monitoring the health of Sri Lanka's street dogs, the hospital build and mobile clinic.

We hope to address staffing shortages as soon as possible to bring us back into the strong position we were prepandemic, with the additional security of the appointment of more veterinary surgeons and support staff. These will provide greater capacity to improve our donor communications and appeals allowing regular reporting to our existing and new donors, expand our appeals into new territories and promote on a regular cycle our range of revenue streams such as the charity lottery, Amazon wish list, Easyfundraising and sale of merchandise.

We are also on the look out for potential candidates who would be suitable to join our board of trustees. We are reluctant to advertise the positions, as we would prefer to approach individuals who have already shown an interest organically in the charity and have also demonstrated a level of commitment. Too often someone can look good on paper, but may not fit well with the team. It is important to us that we have a harmonious, good working environment, where each candidate brings a different set of skills and can talk openly and honestly, to give a broad range of viewpoints to any issues discussed.

The trustees' annual report was approved on 30 June 2021 and signed on behalf of the board of trustees by:

Miss R L Carruthers Trustee

Ms E A Donnan Trustee

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WECare Worldwide

Independent Examiner's Report to the Trustees of WECare Worldwide

Year ended 31 August 2020

I report to the trustees on my examination of the financial statements of WECare Worldwide ('the charity') for the year ended 31 August 2020.

RESPONSIBILITIES AND BASIS OF REPORT

As the trustees of the charity you are responsible for the preparation of the financial statements in accordance with the requirements of the Charities Act 2011 (‘the Act’).

I report in respect of my examination of the charity's financial statements carried out under section 145 of the 2011 Act and in carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.

INDEPENDENT EXAMINER'S STATEMENT

Since the charity’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the Institute of Chartered Accountants in England and Wales (ICAEW), which is one of the listed bodies.

I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:

  1. accounting records were not kept in respect of the charity as required by section 130 of the Act; or

  2. the financial statements do not accord with those records; or

  3. the financial statements do not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a ‘true and fair' view which is not a matter considered as part of an independent examination.

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

Stuart Farrer FCA Independent Examiner

Saint & Co Chartered Accountants Sterling House Wavell Drive Rosehill Carlisle Cumbria CA1 2SA

30 June 2021

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WECare Worldwide

Statement of Financial Activities

Year ended 31 August 2020

Period from
18 Sep 18 to
Year to 31 Aug 20 31 Aug 19
Unrestricted
Restricted
funds
funds		 Total funds Total funds
Note £ £ £ £
Income and endowments
Donations and legacies 4 256,606
1,286		 257,892 345,394
Charitable activities 5 15,073
–		 15,073 18,082
Other trading activities 6 47,036
–		 47,036 26,888
Investment income 7 272
–		 272 108
---------------------------------- ------------------------ ---------------------------------- ----------------------------------
Total income 318,987
1,286		 320,273 390,472
================================== ======================== ================================== ==================================
Expenditure
Expenditure on raising funds:
Costs of raising donations and
legacies 8 4,906
–		 4,906 2,807
Costs of other trading activities 9 22,619
–		 22,619 10,027
Expenditure on charitable activities 10,11 208,864
6,866		 215,730 217,442
---------------------------------- ------------------------ ---------------------------------- ----------------------------------
Total expenditure 236,389
6,866		 243,255 230,276
================================== ======================== ================================== ==================================
---------------------------------- ------------------------ ---------------------------------- ----------------------------------
Net income and net movement in funds 82,598
(5,580)		 77,018 160,196
================================== ======================== ================================== ==================================
Reconciliation of funds
Total funds brought forward 243,252
39,374		 282,626 122,430
---------------------------------- ----------------------------- ---------------------------------- ----------------------------------
Total funds carried forward 325,850
33,794		 359,644 282,626
================================== ============================= ================================== ==================================

The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.

The notes on pages 15 to 24 form part of these financial statements.

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WECare Worldwide

Statement of Financial Position

31 August 2020

2020 2019
Note £ £ £
FIXED ASSETS
Tangible fixed assets 17 87,841 102,682
CURRENT ASSETS
Stocks 18 31,230 27,708
Debtors 19 33,277 16,044
Cash at bank and in hand 212,925 140,987
---------------------------------- ----------------------------------
277,432 184,739
CREDITORS: amounts falling due within one year 20 5,629 4,795
---------------------------------- ----------------------------------
NET CURRENT ASSETS 271,803 179,944
---------------------------------- ----------------------------------
TOTAL ASSETS LESS CURRENT LIABILITIES 359,644 282,626
---------------------------------- ----------------------------------
NET ASSETS 359,644 282,626
================================== ==================================
FUNDS OF THE CHARITY
Restricted funds 33,794 39,374
Unrestricted funds 325,850 243,252
---------------------------------- ----------------------------------
Total charity funds 23 359,644 282,626
================================== ==================================

These financial statements were approved by the board of trustees and authorised for issue on 30 Jun 21, and are signed on behalf of the board by:

Miss R L Carruthers Ms E A Donnan Trustee Trustee

The trustees confirm, in accordance with the Charitable Incorporated Organisations (General) Regulations 2012, that at the year end the CIO did not have any outstanding guarantees to third parties nor any debts secured on assets of the CIO.

The notes on pages 15 to 24 form part of these financial statements.

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WECare Worldwide

Notes to the Financial Statements

Year ended 31 August 2020

1. GENERAL INFORMATION

The charity is a public benefit entity and a registered charity in England and Wales and is unincorporated. The address of the principal office is Oak Lodge, Kirkbride, Wigton, Cumbria, CA7 5JH.

2. STATEMENT OF COMPLIANCE

These financial statements have been prepared in compliance with FRS 102, 'The Financial Reporting Standard applicable in the UK and the Republic of Ireland', the 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) (Charities SORP (FRS 102)) and the Charities Act 2011.

The financial statements have been prepared to show a 'true and fair' view and have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a 'true and fair' view. This departure has involved following Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) issued on 16 July 2014 rather than the Accounting and Reporting by Charities: Statement of Recommended Practice effective from 1 April 2005 which has since been withdrawn."

3. ACCOUNTING POLICIES

Basis of preparation

The financial statements have been prepared on the historical cost basis, as modified by the revaluation of certain financial assets and liabilities and investment properties measured at fair value through income or expenditure.

The financial statements are prepared in sterling, which is the functional currency of the entity.

Going concern

There are no material uncertainties about the charity's ability to continue.

Disclosure exemptions

The entity satisfies the criteria of being a small qualifying entity as defined in FRS 102. Therefore no cash flow statement has been presented for the charity.

Judgements and key sources of estimation uncertainty

The preparation of the financial statements requires management to make judgements, estimates and assumptions that affect the amounts reported. These estimates and judgements are continually reviewed and are based on experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances.

Significant judgements

The trustees consider there were no significant judgements made in preparing the financial statements.

Key sources of estimation uncertainty

Accounting estimates and assumptions are made concerning the future and, by their nature, will rarely equal the related actual outcome. The trustees consider there are no key sources of estimation uncertainty.

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WECare Worldwide

Notes to the Financial Statements (continued)

Year ended 31 August 2020

3. ACCOUNTING POLICIES (continued)

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 any trade discounts due.

Foreign currencies

Foreign currency transactions are initially recorded in the functional currency, by applying the spot exchange rate as at the date of the transaction. Monetary assets and liabilities denominated in foreign currencies are translated at the exchange rate ruling at the reporting date, with any gains or losses being taken to the statement of financial activities.

Fund accounting

Unrestricted funds are available for use at the discretion of the trustees to further any of the charity's purposes.

Designated funds are unrestricted funds earmarked by the trustees for particular future project or commitment.

Restricted funds are subjected to restrictions on their expenditure declared by the donor or through the terms of an appeal, and fall into one of two sub-classes: restricted income funds or endowment funds.

Incoming resources

All income is included in the statement of financial activities when entitlement has passed to the charity, it is probable that the economic benefits associated with the transaction will flow to the charity and the amount can be reliably measured. The following specific policies are applied to particular categories of income:

- 16 -

WECare Worldwide

Notes to the Financial Statements (continued)

Year ended 31 August 2020

3. ACCOUNTING POLICIES (continued)

Resources expended

Expenditure is recognised on an accruals basis as a liability is incurred. Expenditure includes any VAT which cannot be fully recovered, and is classified under headings of the statement of financial activities to which it relates:

All costs are allocated to expenditure categories reflecting the use of the resource. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs are apportioned between the activities they contribute to on a reasonable, justifiable and consistent basis.

Tangible assets

Tangible assets are initially recorded at cost, and subsequently stated at cost less any accumulated depreciation and impairment losses. Any tangible assets carried at revalued amounts are recorded at the fair value at the date of revaluation less any subsequent accumulated depreciation and subsequent accumulated impairment losses.

Depreciation

Depreciation is calculated so as to write off the cost or valuation of an asset, less its residual value, over the useful economic life of that asset as follows:

Property Improvements - 15% reducing balance
Fixtures and fittings - 3 years straight line
Equipment - 15% reducing balance

Impairment of fixed assets

A review for indicators of impairment is carried out at each reporting date, with the recoverable amount being estimated where such indicators exist. Where the carrying value exceeds the recoverable amount, the asset is impaired accordingly. Prior impairments are also reviewed for possible reversal at each reporting date.

For the purposes of impairment testing, when it is not possible to estimate the recoverable amount of an individual asset, an estimate is made of the recoverable amount of the cash-generating unit to which the asset belongs. The cash-generating unit is the smallest identifiable group of assets that includes the asset and generates cash inflows that largely independent of the cash inflows from other assets or groups of assets.

- 17 -

WECare Worldwide

Notes to the Financial Statements (continued)

Year ended 31 August 2020

3. ACCOUNTING POLICIES (continued)

Stocks

Stocks are measured at the lower of cost and estimated selling price less costs to complete and sell. Cost includes all costs of purchase, costs of conversion and other costs incurred in bringing the stock to its present location and condition.

Financial instruments

A financial asset or a financial liability is recognised only when the entity becomes a party to the contractual provisions of the instrument.

Basic financial instruments are initially recognised at the amount receivable or payable including any related transaction costs, unless the arrangement constitutes a financing transaction, where it is recognised at the present value of the future payments discounted at a market rate of interest for a similar debt instrument.

Current assets and current liabilities are subsequently measured at the cash or other consideration expected to be paid or received and not discounted.

Debt instruments are subsequently measured at amortised cost.

Financial assets that are measured at cost or amortised cost are reviewed for objective evidence of impairment at the end of each reporting date. If there is objective evidence of impairment, an impairment loss is recognised under the appropriate heading in the statement of financial activities in which the initial gain was recognised.

Any reversals of impairment are recognised immediately, to the extent that the reversal does not result in a carrying amount of the financial asset that exceeds what the carrying amount would have been had the impairment not previously been recognised.

Defined contribution plans

Contributions to defined contribution plans are recognised as an expense in the period in which the related service is provided and allocated between direct and support activities in line with the allocation of wages. Contributions would only be allocated to a restricted fund when a specific restricted donation had been received for this purpose. Prepaid contributions are recognised as an asset to the extent that the prepayment will lead to a reduction in future payments or a cash refund.

When contributions are not expected to be settled wholly within 12 months of the end of the reporting date in which the employees render the related service, the liability is measured on a discounted present value basis. The unwinding of the discount is recognised as an expense in the period in which it arises.

4. DONATIONS AND LEGACIES

Unrestricted Restricted Total Funds
Funds Funds 2020
£ £ £
DONATIONS
Donations 255,794 1,286 257,080
Supplier donations 103 – 103

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WECare Worldwide

Notes to the Financial Statements (continued)

Year ended 31 August 2020

4. DONATIONS AND LEGACIES (continued)

Unrestricted Restricted Total Funds
Funds Funds 2020
£ £ £
GRANTS
Grants 709 – 709
---------------------------------- ------------------------ ----------------------------------
256,606 1,286 257,892
================================== ======================== ==================================
Unrestricted Restricted Total Funds
Funds Funds 2019
£ £ £
DONATIONS
Donations 263,505 53,098 316,603
Supplier donations 18,791 – 18,791
GRANTS
Grants 10,000 – 10,000
---------------------------------- ----------------------------- ----------------------------------
292,296 53,098 345,394
================================== ============================= ==================================
5. CHARITABLE ACTIVITIES
Unrestricted Total Funds Unrestricted Total Funds
Funds 2020 Funds 2019
£ £ £ £
Treatments 15,073 15,073 18,082 18,082
============================= ============================= ============================= =============================
6. OTHER TRADING ACTIVITIES
Unrestricted Total Funds Unrestricted Total Funds
Funds 2020 Funds 2019
£ £ £ £
Fundraising events 39,268 39,268 26,034 26,034
TV Contributor Fees – – 800 800
Merchandise Sales 7,768 7,768 54 54
----------------------------- ----------------------------- ----------------------------- -----------------------------
47,036 47,036 26,888 26,888
============================= ============================= ============================= =============================
7. INVESTMENT INCOME
Unrestricted Total Funds Unrestricted Total Funds
Funds 2020 Funds 2019
£ £ £ £
Bank interest receivable 272 272 108 108
=============== =============== =============== ===============

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WECare Worldwide

Notes to the Financial Statements (continued)

Year ended 31 August 2020

8. COSTS OF RAISING DONATIONS AND LEGACIES

Unrestricted Total Funds Unrestricted Total Funds
Funds 2020 Funds 2019
£ £ £ £
Costs of raising donations and legacies -
Donations 4,906 4,906 2,807 2,807
======================== ======================== ======================== ========================
9. COSTS OF OTHER TRADING ACTIVITIES
Unrestricted Total Funds Unrestricted Total Funds
Funds 2020 Funds 2019
£ £ £ £
Costs of other trading activities -
Fundraising Events and Social Lotteries 22,619 22,619 10,027 10,027
============================= ============================= ============================= =============================
10. EXPENDITURE ON CHARITABLE ACTIVITIES BY FUND TYPE
Unrestricted Restricted Total Funds
Funds Funds 2020
£ £ £
Provision of Veterinary Services 66,538 1,630 68,168
Support costs 142,326 5,236 147,562
---------------------------------- ------------------------ ----------------------------------
208,864 6,866 215,730
================================== ======================== ==================================
Unrestricted Restricted Total Funds
Funds Funds 2019
£ £ £
Provision of Veterinary Services 81,001 17,811 98,812
Support costs 113,372 5,258 118,630
---------------------------------- ----------------------------- ----------------------------------
194,373 23,069 217,442
================================== ============================= ==================================
11. EXPENDITURE ON CHARITABLE ACTIVITIES BY ACTIVITY TYPE
Activities
undertaken Total funds Total fund
directly Support costs 2020 2019
£ £ £ £
Provision of Veterinary Services 68,168 142,016 210,184 214,561
Governance costs – 5,546 5,546 2,881
----------------------------- ---------------------------------- ---------------------------------- ----------------------------------
68,168 147,562 215,730 217,442
============================= ================================== ================================== ==================================

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WECare Worldwide

Notes to the Financial Statements (continued)

Year ended 31 August 2020

12. ANALYSIS OF SUPPORT COSTS

Analysis of
support costs Total 2020 Total 2019
£ £ £
Staff costs 86,793 86,793 69,799
Premises 41,239 41,239 31,715
Communications and IT 2,650 2,650 2,902
Finance costs 2,252 2,252 268
Governance costs 5,544 5,544 2,882
Travel 5,750 5,750 9,148
Advertising 3,334 3,334 1,918
---------------------------------- ---------------------------------- ----------------------------------
147,562 147,562 118,632
================================== ================================== ==================================
13. NET INCOME
Net income is stated after charging/(crediting):
2020 2019
£ £
Depreciation of tangible fixed assets 16,107 12,561
Foreign exchange differences 2,098 101
============================= =============================
14. INDEPENDENT EXAMINATION FEES
Period from
Year to 18 Sep 18 to
31 Aug 20 31 Aug 19
£ £
Fees payable to the independent examiner for:
Independent examination of the financial statements 750 750
Other financial services 1,614 390
------------------------ ------------------------
2,364 1,140
======================== ========================

15. STAFF COSTS

The total staff costs and employee benefits for the reporting period are analysed as follows:

The total staff costs and employee benefits for the reporting period are analysed as follows:
Period from
Year to 18 Sep 18 to
31 Aug 20 31 Aug 19
£ £
Wages and salaries 115,207 109,584
Social security costs 4,284 3,839
Employer contributions to pension plans 1,815 1,527
Sri Lankan Social Security 2,200 2,552
---------------------------------- -----------------------------
123,506 117,502
================================== =============================

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WECare Worldwide

Notes to the Financial Statements (continued)

Year ended 31 August 2020

15. STAFF COSTS (continued)

The average head count of employees during the year was 12 (2019: 6).

No employee received employee benefits of more than £60,000 during the year (2019: Nil).

Key Management Personnel

Key management personnel include all persons that have authority and responsibility for planning, directing and controlling the activities of the charity. The total compensation paid to key management personnel for services provided to the charity was £78,990 (2019: £78,709).

16. TRUSTEE REMUNERATION AND EXPENSES

The board of trustees and head of the organisation agreed to employ trustee Miss R. L. Carruthers as Business Development Manager. The Charity Commission granted permission for Miss R. L. Carruthers to become an employee and remain on the board of trustees of the charity. Remuneration totalling £35,000, pension contributions of £864 and Employer's National Insurance of £3,630 were paid during the year for this role. Miss R. L. Carruthers’ work as a trustee continues to be provided on a voluntary basis.

No other trustees received remuneration, expenses or other benefits for the period ended 31 August 2020.

17. TANGIBLE FIXED ASSETS

Property Fixtures and
Improvements fittings Equipment Total
£ £ £ £
Cost
At 1 September 2019 40,244 2,272 78,465 120,981
Additions – – 1,266 1,266
----------------------------- ------------------------ ----------------------------- ----------------------------------
At 31 August 2020 40,244 2,272 79,731 122,247
============================= ======================== ============================= ==================================
Depreciation
At 1 September 2019 5,281 1,479 11,539 18,299
Charge for the year 5,245 793 10,069 16,107
----------------------------- ------------------------ ----------------------------- ----------------------------------
At 31 August 2020 10,526 2,272 21,608 34,406
============================= ======================== ============================= ==================================
Carrying amount
At 31 August 2020 29,718 – 58,123 87,841
============================= ======================== ============================= ==================================
At 31 August 2019 34,963 793 66,926 102,682
============================= ======================== ============================= ==================================
18. STOCKS
2020 2019
£ £
Raw materials and consumables 31,230 27,708
============================= =============================

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WECare Worldwide

Notes to the Financial Statements (continued)

Year ended 31 August 2020

19. DEBTORS

2020 2019
£ £
Trade debtors 5,114 5,680
Prepayments and accrued income 28,163 10,364
----------------------------- -----------------------------
33,277 16,044
============================= =============================
CREDITORS: amounts falling due within one year
2020 2019
£ £
Trade creditors 1,646 –
Accruals and deferred income 2,146 2,735
Social security and other taxes 1,099 1,386
Pension creditor 738 674
------------------------ ------------------------
5,629 4,795
======================== ========================
DEFERRED INCOME
2020 2019
£ £
At 1 Sep 19 – 600
Amount released to income – (600)
--------------- ---------------
At 31 Aug 20 – –
=============== ===============

20. CREDITORS: amounts falling due within one year

21. DEFERRED INCOME

In the prior year, payments were received in respect of a Charity Ball to be held after the year end, this was included as deferred income.

22. PENSIONS AND OTHER POST RETIREMENT BENEFITS

Defined contribution plans

The amount recognised in income or expenditure as an expense in relation to defined contribution plans was £1,815 (2019: £1,527).

23. ANALYSIS OF CHARITABLE FUNDS

Unrestricted funds

Unrestricted funds
At
1 September 19 Income Expenditure TransfersAt 31 August 20
£ £ £ £ £
General funds 243,252 318,987 (236,389) – 325,850
================================== ================================== ================================== =============== ==================================
At
18 September18 Income Expenditure Transfers At 31 August 19
£ £ £ £ £
General funds 116,255 337,374 (207,207) (3,170) 243,252
================================== ================================== ================================== ======================== ==================================

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WECare Worldwide

Notes to the Financial Statements (continued)

Year ended 31 August 2020

23. ANALYSIS OF CHARITABLE FUNDS (continued)

Restricted funds

Restricted funds
At
1 September 19 Income Expenditure TransfersAt 31 August 20
£ £ £ £ £
Restricted Funds 39,374 1,286 (6,866) – 33,794
============================= ======================== ======================== =============== =============================
At
18 September18 Income Expenditure Transfers At 31 August 19
£ £ £ £ £
Restricted Funds 6,175 53,098 (23,069) 3,170 39,374
======================== ============================= ============================= ======================== =============================
ANALYSIS OF NET ASSETS BETWEEN FUNDS
Unrestricted Restricted Total Funds
Funds Funds 2020
£ £ £
Tangible fixed assets 58,171 29,670 87,841
Current assets 274,788 2,644 277,432
Creditors less than 1 year (5,629) – (5,629)
---------------------------------- ----------------------------- ----------------------------------
Net assets 327,330 32,314 359,644
================================== ============================= ==================================
Unrestricted Restricted Total Funds
Funds Funds 2019
£ £ £
Tangible fixed assets 67,776 34,906 102,682
Current assets 180,271 4,468 184,739
Creditors less than 1 year (4,795) – (4,795)
---------------------------------- ----------------------------- ----------------------------------
Net assets 243,252 39,374 282,626
================================== ============================= ==================================

24. ANALYSIS OF NET ASSETS BETWEEN FUNDS

25. RELATED PARTY TRANSACTIONS

Please see note on Trustees’ remuneration and expenses regarding the transactions with Miss R.L. Carruthers.

The total aggregate donations received from trustees or related parties in the year was £500.

During the year the charity covered private costs for Head of Organisation, Janey Lowes, totalling £2,129, most of these costs have been repaid. At the balance sheet date Janey Lowes owed the charity £747.

During the year the charity paid Rebecca Carruthers Accountancy Limited, of which Rebecca Carruthers is sole director, £171 for provision of accountancy software.

- 24 -