Centrepoint Outreach Annual Report 2020-2021 11 qfieyear oftfie Covrf-19pantfemic Belmont House 15 Red Lion Street Boston Lincolnshire PE216PZ 01205 360900 @CPOCEO /centrepoint.outreach www.centrepoint-outreach.com Company Reg. No: 3204952 Charity Reg. No: 1056296 admin@centrepoint-outreach.com Chairman’s Report for the year ended 31[st] March 2021 As we look back on last year, I am sure that we all fervently hope that we will not have another year like that one. It would be good to think that it was a never to be repeated aberration in the scheme of things. Our year runs from 1[st] April to 31[st] March, and it was 8 days before this year started that what turned out to be the first lockdown was announced (on 23[rd] March 2020 in fact). After that, the way we all lived changed dramatically and the way that Centrepoint Outreach operated had to change dramatically as well. I touched on this in last year’s report. The Drop In could no longer operate, given that we all had to stay at home (if we had one) except for very limited reasons; and when we could go out we had to practise social distancing. The shop had to close. Trustee meetings had to be held by Zoom, as was last year’s AGM of course. As I write (in April 2021) the shop has re-opened (again), but the Drop In has not reopened fully. It is said that in many areas changes that would have occurred eventually, have been advanced by the pandemic and this is certainly true of Centrepoint Outreach. We had felt for some time that the Drop In was ripe for change. Too many clients seemed to be taking it for granted, claiming their refreshment (sometimes as it were, apparently of right) and leaving, giving us no chance to engage with them and attempt to help them in a more meaningful way. As an organisation though, we were able to respond quickly and effectively to continue to offer whatever help we could to our clients, by ‘meeting’ them through the office window and providing them where appropriate with food, clothing advice etc. I think we can claim that because we are not hidebound by contracts and service level agreements, we could be ‘light on our feet’ and change the way we operate to suit the radically changed circumstances. I must pay tribute here to our CEO Liz, and also our Project Workers Kelly, Lisa and Kerry who willingly adapted to the new reality. Michael Haywood-Salvadori, our Rough Sleeping Project Co-ordinator, also found that his role had changed, but proved very flexible. Rough Sleepers were ‘housed’ by Boston Borough Council in an hotel, in order to keep them and the community, safe. We provided breakfasts to those in the hotel who needed them and this has evolved through Michael’s and Kelly’s good work, into online cooking sessions which those recently homed can access – we even provide them with the raw materials for the simple meals. Again this is an imaginative and practical idea which makes use of modern technology in a very professional manner. Speaking of technology, I was very pleased that this year we were able to launch our new website. The old one was very dated and could not be accessed by all devices. We were grateful to the Alan Boswell Charitable Trust for help with the funding for this. The website already appears to have led to new donations and applications for membership. At last year’s AGM we said goodbye to our long standing treasurer and trustee Mick Clarke and I would like again to thank him for his years of service to the charity. During the year, we were very pleased to welcome Mike Sharp as a new trustee and our new treasurer; I am sure he will make a valuable contribution in both these capacities. Finances usually dominate our discussions. This year of course, it was difficult to do any fundraising and shop sales nose-dived. Fortunately we were able to take advantage of various government grants and other funding to keep us going. The accounts will demonstrate this. The trustees have continued to work in accordance with the Strategic Plan and updated it during the year. As well as launching our new website we have also increased our use of social media to raise awareness of our work. Likewise we have improved the circuitry for the internet within Belmont House; we have certainly learned this year the benefit of good technology! Finally, I would like to thank all our staff for their support during this difficult year. The Project Workers and Michael of course; Claire and Donna in the shop; Paul our van driver; Carol our Finance Officer who has had to deal with new challenges this year with the furlough scheme amongst others; Asteri our administration officer; and once again our CEO Liz for steering us through these uncharted waters; and our volunteers for their support even if some of them could not physically attend our premises. We have had a lot of support from all sorts of sources, so many I cannot list them all here, but thank you to each one of you. Peter Lawson ## **Chief Executive Officer’s Report for the Year ended 31[st] March 2021** 2020-21 was a year like no other, dominated as it was by the global Covid-19 pandemic. At the start of the year we were only just getting used to words and phrases such as ‘Lockdown’, ‘Furlough’, ‘Zoom’, ‘Teams’ and ‘PPE’; yet by the end of the year they had become part of everyday language. At Centrepoint Outreach we had to learn to operate in a completely different way in order to meet the needs of our clients whilst, at the same time, keeping everyone safe. In addition to the challenges it presented, however, the pandemic also gave us the opportunity to review the way we worked and plan for future changes. **----- Start of picture text -----**
The language of the pandemic:
Teams
PPE Furlough
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## **Homelessness in Boston** At the start of the financial year on 1[st] April 2020 the number of people rough sleeping in Boston had fallen dramatically due to the government’s ‘Everyone In’ initiative. This involved the government directing local authorities to provide emergency housing for rough sleepers and vulnerable homeless people to prevent the spread of Coronavirus. Boston Borough Council acted quickly and, on 27[th] March 2020, just two days after receiving the government’s letter, it had accommodated 18 individuals in a local hotel. This comprised all the people known to be rough sleeping apart from a few who refused the offer of accommodation. **----- Start of picture text -----**
18 rough sleepers were
accommodated in a local
hotel as a result of the
‘Everyone In’ initiative
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## **Numbers of homeless presentations between 1 April 2020 and 31 March 2021** As a result of ‘Everyone In’ the number of people presenting to us as homeless was much lower than in previous years. Nevertheless, over the year we did receive visits from 91 individuals who were homeless or vulnerably housed in temporary accommodation. This was 1 45 individuals less than the previous year, a 33% reduction, which occurred across both UK and EU nationals. **----- Start of picture text -----**
91
homeless people presented at our Drop In on one or more occasion
13%
87%
of these were
of these were
women
men
54% 46%
were UK were EU
nationals nationals
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The reduction in the number of people sleeping rough was also evidenced in the annual rough sleeper estimate; an annual exercise carried out to provide an estimate of the number of people sleeping rough nationally. In Boston during 2020-21 the number of people estimated to be sleeping rough was 7, a large fall from the previous year when the estimate was 19. ## **‘Everyone In’ and how we supported people accommodated in the hotel** In the last few days of the previous financial year Boston Borough Council approached us and some of the local churches to ask if we could provide food for the individuals accommodated in the hotel. Working in partnership with Centenary Methodist Church, Restore Church and Boston Food Bank our role was to provide a hot breakfast 6 days a week and a cold breakfast on Sundays. We also provided the residents with daily essentials such as toiletries and clothing. Having never delivered hot food before we had to purchase suitable equipment including food containers and insulated boxes. We were fortunate to receive emergency funding from Crisis and The National Emergencies Trust (via Lincolnshire Community Foundation) to enable us to do this. Between 1[st] April 2020 and 13[th] December 2020, when the service stopped, we delivered 3263 breakfasts to the hotel. Thereafter we provided daily food packs which were available for collection from our premises. 197 food packs were provided between 4[th] January 2021 and 31[st] March 2021. Boston Food Bank originally provided food parcels for the hotel residents for Sundays when there was no lunch time or evening food provision. We assumed responsibility for providing these food parcels from May 2020 until December 2020. In total we provided 429 Sunday food parcels. 2 The individuals accommodated under ‘Everyone In’ included several who had been sleeping rough for years. Some of them had not been eligible for support before, some had no recourse to public funds (NRPF), others had not previously been willing to register as homeless with the local authority and some had been evicted from supported housing. Most had multiple and complex needs. As a result of ‘Everyone In’ the lives of these individuals changed overnight and instead of sleeping on the streets they found themselves with a roof over their heads and a comfortable bed to sleep in. It very soon became apparent what a difference having somewhere safe to live can make to an individual. The street outreach team were responsible for visiting the hotel residents to support them to make applications for Universal Credit and, in appropriate cases, for Settled Status under the EU settlement Scheme. Individuals who had repeatedly refused offers of assistance with these matters previously were suddenly much more willing to engage. This resulted in several of the residents acquiring Settled Status and signing up for Universal Credit which enabled them to move into more permanent housing. Not everyone found the move into accommodation straightforward. Some individuals found it hard to adapt to living in the hotel and were asked to leave for various reasons, including anti-social behaviour. However, many of these people were offered alternative accommodation by the local authority in an attempt to ensure that no one was forced to sleep rough. By the end of the year the majority of the initial ‘Everyone In’ cohort had moved on from the hotel but the property was still being used to provide temporary accommodation for new rough sleepers whilst their situation was being assessed. This is the sort of provision which Boston has needed for years and the concern is that homeless numbers will increase again as and when it is no longer available. This would be a tragedy as ‘Everyone In’ showed that it is possible to provide accommodation for everyone, albeit on a temporary basis, when there is a will to make it happen. Not only did the ‘Everyone In’ initiative provide the majority of rough sleepers with a safe place to stay but it also helped the vast majority of individuals to keep free from Covid -19. ## **Covid-19 Health and Social Care Cell: Homelessness Subgroup** On 1[st] April 2020 I attended the first meeting of the Covid-19 Health and Social Care Cell: Homelessness Subgroup. It comprised part of a reporting structure which was established to help the government form a coordinated response to the Covid-19 crisis. Starting at grassroots level it fed right up to the government’s Civil Contingencies Committee (COBR). The subgroup included a representative from each local authority in Lincolnshire, and representatives from other organisations including the NHS, adult care, substance misuse, housing related support, probation and charities. I was pleased to represent Centrepoint 3 Outreach at the meetings. At the start of the pandemic the group met on Teams twice a week and then gradually scaled back when appropriate, firstly to once a week and then once a fortnight. The issues considered by the group changed as the Covid situation altered but initially included matters such as triaging people according to whether or not they had Covid symptoms or pre-existing conditions, ensuring that all people who were rough sleeping had accommodation and getting the social care basics such as food in place. Being part of this group gave me a good overview of the situation throughout the county and we were also supported with PPE at a time when our stocks were running low. It also helped us to widen our connections throughout the county. In conjunction with ‘Everyone In’ this subgroup played an important part in keeping a very vulnerable group of people as safe as possible during the pandemic. ## **How we supported people presenting as homeless** “When you asked me if I wanted a hot chocolate or a coffee it was the happiest I have been in days” – a new homeless client Although numbers were lower than previous years, we did still receive visits from people presenting to us as homeless during the pandemic. With our drop in closed we had to speak to clients through the window but, nevertheless, we were still able to provide support with food, replacement clothing, washing of clothing, phone charging, a care of address facility and general support and guidance, including contacting partner agencies. **----- Start of picture text -----**
Food Replacement Washing of Support and guidance
clothing clothing Including contacting
partner agencies
Care of address facility
Phone charging
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In normal times people who are sleeping rough can take advantage of our shower facility to freshen up. However, during the first lockdown when our drop in was closed, so too was our shower. This did not present too much of a problem initially as the vast majority of rough sleepers had been accommodated under ‘Everyone In’. However, as time went by we did start to receive requests for showers. We were fortunate to be successful in our funding application to the Homelessness Response Fund which was government funding administered by Homeless Link. This funding allowed us to employ a professional cleaner for 3 months to clean the shower after each use which enabled us to reopen our shower in 4 August 2020. At the end of the funding period our staff felt confident to take over the shower cleaning themselves. Thanks to a grant from the Homelessness Response Fund we were able to safely reopen our shower facility in August 2020. After having his first shower one client said “I feel 100% better” ## **Supporting people into accommodation** The number of people accommodated in the hotel fluctuated throughout 2020-21 with some people moving on and others taking their place. Registering for Universal Credit enabled some individuals to move on into social housing or HMO type accommodation. We were able to support these individuals with items of furniture and household goods to equip their new homes. ## **Case Study** Irena (not her real name) first registered at Centrepoint Outreach (CPO) in February 2020 after being referred to us by a friend. She had mental health challenges which left her unable to work. This had resulted in her losing her accommodation as she could not pay the rent. Irena spoke little English and to assist the project workers her friends helped to translate for her. During initial interactions with Irena, the project workers learned that she was in her early 60s, widowed with 6 adult children who lived in Poland, where she was born. Initially Irena was able to stay with friends so that she did not need to sleep rough, but towards the end of March 2020 she found herself out of options and was sleeping in a tent. Irena was accommodated in a local hotel during the Covid-19 pandemic, under ‘Everyone In’. Whilst she was in the hotel, she worked with Boston Borough Council and supporting agencies to gain Settled Status and Universal Credit which allowed her to move on from the temporary emergency accommodation into her own flat. During Irena’s time in the emergency accommodation, CPO provided her with breakfast 6 days a week and a food parcel containing 3 meals, a drink and a snack each Sunday as well as toiletries and clothes. When Irena moved into her accommodation CPO supported her with a food parcel containing the necessities for starting up a home. Irena is now self-sufficient and is living independently. She still keeps in touch and has visited us on several occasions to thank us for our support. 5 As mentioned earlier in this report we continued to receive visits from new people presenting as homeless all through the pandemic. Numbers were low initially but increased towards the end of the year. Previously we would have signposted these individuals to the Council to register as homeless. During the year in question, however, the Council offices were closed and people were unable to visit in person. With the support of Boston Borough Council, we began to complete online homelessness registrations for clients. In total we made 39 homelessness applications during the year. Of the 91 people who presented to us as homeless 27 were supported into temporary accommodation and 17 obtained more permanent accommodation (which includes 8 of the individuals originally in temporary accommodation). The accommodation situation began to improve towards the end of the year when some new units of supported accommodation became available which provided more options for people moving out of the hotel. In my report last year I mentioned the Boston Rough Sleeping Project which was working towards reducing the number of people rough sleeping in Boston. With the assistance of government funding provided via Boston Borough Council we continued to employ the coordinator for the project, Michael Hayward-Salvadori, during 2020-21. As soon as it was possible to do so Michael re-established weekly case conferences with the other members of the project team who were all employed by P3. These meetings reviewed the rough sleeping situation generally as well as checking on the progress being made with the individuals accommodated in the hotel with regard to settled status applications and benefit claims etc. With less people rough sleeping following ‘Everyone In’ it was agreed part way through the year that Michael’s role would change emphasis to have more of a community focus through the provision of activities/life skills training opportunities for newly accommodated individuals to access. ## **Our Drop In Centre** Our Drop In lounge was closed for the whole of the year as, due to its size, it was impossible to comply with social distancing requirements. Instead we operated through our office window and received 2079 visits in this way from 1[st] April 2020 -31[st] March 2021. - **84.9%** of people visiting Centrepoint were **self-referred** - **6.2%** were referred by **P3** - a further **3.9%** were referred by **Children’s Services.** The remaining clients were referred from over **10 agencies** across the area, including housing associations and support agencies. **2079** visits to our Drop In were made by **209** individuals. 6 During the periods of lockdown in 2021-21 people were encouraged to stay at home and not to come out unless absolutely necessary. As a result of this, and the fact that our drop in lounge was closed, we received far fewer visits and saw less people than we would in a more normal year. What we noticed during the year in question, however, is that virtually everyone coming to our window had a specific need. In the majority of cases these were food related which was the main focus of our support, particularly during the first lockdown. ## **Client Needs** When clients register with us we make a record of their needs which enables us to discuss how we can best support them. In previous years the area of greatest need has usually been ‘managing tenancy and accommodation’ (which includes the need for accommodation due to homelessness). Last year this changed, probably because far fewer people were homeless as a result of the ‘Everyone In’ initiative. The pie chart below shows that the area of greatest need identified during 2021-21 was meaningful use of time which we believe was linked to the fact that lockdown had forced so many services to close, our drop in included. In order to help people find new ways to fill their time and meet this need we introduced online cooking and art and craft activities and more is said about these later in this report. ## **Referral to partner agencies** When clients need more specialist support we often refer them to other agencies. The pie chart/graph overleaf gives details of the referrals made to partner agencies during the year. It is perhaps not surprising that the agency we referred clients to most frequently during the year was Boston Borough Council. This was partly because the Council was responsible for allocating places in the hotel used for ‘Everyone In’ and also because it is where individuals have to register if they are homeless. As a result of working more closely together to keep 7 **----- Start of picture text -----**
Health
Benefits
9%
2%
Food
9%
Debt and Housing
finances matters
2% 78%
**----- End of picture text -----**
_We made 187 referrals to over 15 agencies during 2020-21 with referrals to Boston Borough Council in relation to housing matters and to register as homeless being the most frequent (40.1%), followed by referrals to P3 (27.8%)._ vulnerable individuals safe during the pandemic our relationship with the Council strengthened, a positive development. Referrals to other partner organisations were much lower than usual partly because more people were accommodated but also because many other agencies were not offering face to face appointments. ## **Other support provided** The level of the other support we provided during 2020-21 was different to previous years due to the restrictions imposed during the pandemic. Our van did not operate for large parts of the year and there was therefore a far greater emphasis on the provision of food support and clothing. Nevertheless we did manage to deliver some items of furniture to people being accommodated and we also provided substantially more household goods than the previous year. This reflects the number of people moving into more permanent accommodation. See below for details of the support provided during 2020-21 ## **From 1 April 2020 to 31 March 2021:** **----- Start of picture text -----**
637 incidents of
54 trips were made by our van household items
to collect and deliver furniture given.
68 items of 131 items of furniture
furniture were collected (to be
were delivered passed on to those in
need or sold in our shop)
764 food parcels
990 items of
were given out
clothing were
(not including hotel
given to
food parcels)
homeless
people.
125 items of
bedding were
given out 8
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In the whole of the previous financial year we provided 129 food parcels whereas in 2020-21 in addition to 3263 breakfast and 429 hotel food packs we also provided 764 food parcels from Belmont House, some to clients and some to individuals and families referred to us by partner agencies. Not only were people struggling to afford to buy food during the pandemic for many reasons such as job loss or reduced hours, but we received several requests for help from people who used to come and take advantage of the hot snacks on offer in our drop in before the pandemic. ## **Activities** Prior to the first lockdown we held a weekly art and craft session in the drop in one afternoon a week. These sessions had always proved popular but had to be put on hold when the drop in centre closed during lockdown. We had planned to set up daily activity sessions to commence at the beginning of March 2021 (see more details below) but as that date approached it became clear that the Covid situation would not permit in person activities to take place. We were fortunate to receive funding from the Winter Transformation Fund (as part of an application submitted by Restore Church) and this enabled us to establish an online cooking project called ‘Cook Along With Us’ in February 2021. The project was designed and led by Michael Hayward-Salvadori. In conjunction with the project workers, Michael produced a series of online cooking videos and provided each participant with the link to a weekly video together with a pack containing the ingredients, a recipe card and some basic cooking equipment. We began by providing around 12 packs each week to residents at the Framework hostel and P3 accommodation. The feedback was positive although we did receive a comment that the recipes were too easy! We took this on board and adjusted the subsequent recipes slightly. Most weeks we received a photo from at least one participant to show us what they had made – see photos below. With the initial trial of the online cooking project going well Michael approached the Mental Health Transformation Fund which was funding in-person activities from 1[st] March 2021 to see if part of the funding could be used to continue to offer online sessions until it was possible to hold the sessions in person. Fortunately this was agreed. As well as online cooking sessions an online art and craft project commenced shortly before the end of the year. ## **Some of the comments we received about the cooking project:** “I didn’t bother cooking for one “It means I get a “I share the recipes but this has really helped me” decent meal” with my daughter”. 9 ## **Strategic Planning** **That homeless and vulnerable people in Boston and OUR VISION the surrounding area are empowered to improve their circumstances and achieve their full potential.** In my report last year I mentioned that one of our strategic goals was to investigate how Belmont House could be reconfigured to use the space more effectively. Unfortunately the pandemic then intervened which meant that no further progress was made on this aspect of the plan during the year. Nevertheless it was possible to complete other goals including the launch of our new website, funded by a grant from the Alan Boswell Foundation with the work carried out by Laser Red. We were hoping that the new website would raise the charity’s profile and lead to an increase in donations and it has already achieved both these things. Not only do we regularly receive enquiries through the website but we have also attracted new members and increased donations, including some regular monthly payments. These are made through our Localgiving page which can be accessed directly from the website. In addition to the new website we also introduced a new email system during the year. One of the longer-term goals in the Strategic Plan was to have at least three life skills/wellbeing activities on offer a week. The barrier to this was always the lack of space and suitable facilities at Belmont House and we therefore needed to explore alternative solutions. The need to provide activities and life skills training took on a greater importance as more people became accommodated. We identified that one of the key issues would be how to support those individuals to maintain their accommodation and not return to the streets. Many of the people we support have complex needs often involving substance misuse and mental health challenges and securing accommodation is only the first step in supporting them to change their lives. With less people rough sleeping we agreed with Boston Borough Council that Michael Hayward-Salvadori’s role of Rough Sleeping Project Coordinator would change emphasis to become more community focussed and to concentrate on preventing people returning to rough sleeping. Our analysis of client needs revealed that the greatest area of need was meaningful use of time and we decided to build upon the success of our art and craft session to establish daily activity sessions as part of our restructuring of the drop in. A successful application was made to the Mental Health Promotion Fund to cover the costs of providing 6 activity sessions a week with the intention that these would start at the beginning of March 2021. These would include 2 cooking sessions and 1 art and craft session a week to be held at Centenary Church. This was to overcome the limitations of Belmont House. Unfortunately, we were unable to start the activities in person when planned due to the pandemic but thanks to Michael’s creative solution we were able to deliver cooking sessions and some art and craft session online. More detail is given in the ‘Activities’ section. 10 The trustees also used the pandemic as an opportunity to consider ways to restructure the daily drop in sessions and these were still under consideration at the end of the financial year. ## **Financial and other support** At the start of the first lockdown the financial situation appeared bleak. With the shop having to close and fundraising events having to be cancelled I was initially very concerned about the future. Before long several emergency Covid-19 grant schemes were launched and we applied to some of these with mixed fortunes. Receiving emergency grants from Crisis and NET (via the Lincolnshire Community Foundation) gave us a real boost both financially and psychologically and enabled us to purchase containers and equipment for delivering hot food, food items and PPE. Thanks go to Will Culley who assisted us with some of the funding applications. We continued to make funding applications throughout the year and full details of the grants we received are listed in the accounts. However, there are some which merit a special mention; we are grateful to the 3 local councillors who supported us through the Lincolnshire County Council Community Fund Scheme. The grants we received enabled us to replenish our food stocks as well as purchase Perspex screens for use in our drop in office and charity shop; the grant received from the Homelessness Response Fund enabled us, amongst other things, to reopen our shower for use by people sleeping rough. This was a significant milestone for both us and our clients and provided some much needed light at the end of the tunnel; the grant from the Department of Culture, Media and Sport (via the Lincolnshire Community Foundation) ensured that we were able to support more clients who came to us by increasing the hours of our part time project workers for a 6 month period as well as equipping them with laptops and phones which meant that they no longer needed to share. We were also extremely grateful to the Medlock Charitable Trust, the Worth Waynflete Foundation and Boston Borough Council for their continued support with core funding which played a vital part in ensuring that we could continue to support people in need. We also received numerous generous financial donations from individuals, local organisations and businesses which made a real difference to the support we could provide. With donations of food reducing during the pandemic the financial donations we received enabled us to purchase food as and when we ran short. I would also like to acknowledge the support we received from Asda and the Community Champion Stephen Bromby, who provided us with Covid food supplies on several occasions during the year. Mention should also be made of the kind lady who made and delivered either fresh pies or pasties to us virtually every week which went down very well with the homeless individuals receiving them. As well as people who made one-off donations we were extremely grateful to the individuals and churches which made regular monthly donations throughout the year. Donations made in this way are extremely helpful to us from a cashflow point of view. All the fundraising events we had planned for the year had to be cancelled due to the pandemic. However, one of our volunteers, Jayne Wallis, took part in the 2.6 Challenge set 11 by the organisers of the London Marathon. Jayne’s challenge was to run 26k and in doing so she raised £661.75 for us, a fantastic achievement. Jayne is featured in action on the front cover of this Annual Report. With the charity shop closed for most of the year we were very grateful to receive government support in the form of retail and other grants. This made a huge difference to the state of our finances at the end of the year. We were also grateful to be able to take advantage of the Coronavirus Job Retention Scheme for 5 of our employees throughout the charity until such time as they were able to return to work. We were very grateful for all the non-financial support we received during the year in the form of food, clothing, toiletries, household goods and items for our charity shop (when it was open). Harvest donations were lower than previous years as many churches and schools did not hold their usual harvest festival services. Nevertheless we were very grateful for the donations received from 10 churches and schools which helped to refill our empty shelves. We also received non-financial support during the year under the Strategic Adviser Development Scheme from Vicky Thomson who was assigned to work with me. During the period of the programme Vicky and I met virtually on several occasions covering areas such as a stakeholder analysis, delegation sequence and concluding with a training session for the project workers, myself and others on writing case studies. I found taking part in the programme very beneficial and was given the opportunity to speak about my experience at the Voluntary Engagement Team conference in October 2020. I am also very grateful to Howard-Exton-Smith who continued to act in a mentoring role through monthly meetings on Zoom. At these meetings I am able to talk about what has been happening during the previous weeks, including any challenges. Howard is always able to provide helpful suggestions based on his experience of working with other individuals and organisations and in many cases the very act of talking about challenging situations makes it easier to see the way ahead. ## **Our Charity Shop** As a result of the pandemic and various lockdowns our charity shop was only open for 46 days between 1[st] April 2020 and 31[st] March 2021. It was already closed at the start of the financial year which fell during the first lockdown and it remained closed until 12[th] October 2020. It would have been possible to reopen in June 2020 but we did not feel confident about reopening at that point nor did we have all the recommended safety measures in place. Our caution proved beneficial as when the shop did reopen its doors customers were used to wearing masks and following one way systems which meant that our staff and volunteers did not face the same customer resistance to these measures as other shops which reopened earlier. Following the first lockdown we had to close and reopen our shop on two further occasions as a result of Boston going into Tier 4 and subsequent lockdowns. 12 **----- Start of picture text -----**
24 [th] March 2020
Shop closed for first lockdown
12 [th] October 2020
4 [th] November 2020 Shop reopened
Shop closed again due to lockdown
3 [rd] December 2020
30 [th] December 2020 Shop reopened again
Shop closed when Boston when into
Tier 4 followed by lockdown
31 [st] March 2021
Shop was still closed at end of
financial year
**----- End of picture text -----**
We were fortunate to benefit from various government initiatives to support the retail sector during the pandemic including retail grants and business rate relief as well as the Coronavirus Job Retention Scheme. Without the assistance of this support the outlook for the charity shop would have been very bleak. As mentioned earlier two of the grants received from the Lincolnshire County Council Covid19 Community Fund Scheme enabled us to purchase screens for the till area in the shop as well as PPE for staff and customers and the necessary materials to mark out a one-way system through the shop. This funding ensured that when we reopened we could do so safely. We were very grateful for our membership of the Charity Retail Association during the year as we received regular updates on how the charity retail sector was dealing with the challenges of the pandemic together with guidance on reopening which was updated each time the rules changed. We followed this guidance closely when planning our reopening. ## **Communications (including website and social media)** The pandemic not only presented challenges with delivering our services but also with how we communicated. With only a few face-to-face meetings taking place we had to find other ways to keep in touch with everyone. As well as launching our new website during the year we also expanded our use of social media. Previously we only posted occasionally on Facebook but from the start of the first lockdown we began to post several times a week. This not only kept our followers up to date with how we were continuing to support people but also resulted in an increase in our number of followers. Towards the end of the year we set up an Instagram page in conjunction with the start of our online cooking and art and craft activities and this helped to reach yet another audience. 13 During the year all the meetings of trustees took place on Zoom. To ensure the trustees were kept fully up to date with developments during the pandemic I sent them short weekly updates summarising what had happened during the previous week and giving details of the type of support provided. I also attended Community Leaders Briefing meetings held by Boston Borough Council on Zoom. These not only helped me to keep abreast of what was happening locally as regards Covid vaccines and other matters, but also enabled me to contribute to discussions concerning how best to help individuals who were either rough sleeping or living in temporary accommodation. It was through membership of this group that I was given the opportunity to put a question to the Deputy Chief Medical Officer, Jonathan Van-Tam, at an online Question and Answer session. I have mentioned elsewhere in this report the benefits we obtained from our membership of the Charity Retail Association during the pandemic. I was also extremely grateful for our membership of Homeless Link during this time. In the initial stages of lockdown the CEO of Homeless link held weekly webinars every Wednesday afternoon. At a time when government guidance for the operation of day centres was limited, the guidance provided by Homeless Link was invaluable. I was also able to attend several online meetings with representatives from day centres elsewhere. Not only did this show me that everyone else was facing the same problems as us, but also gave me reassurance when I discovered that the new ways of working we had devised were similar to those of other charities. ## **Staff and Volunteers** The year 2020-21 was very challenging for all of our staff and volunteers. Depending on their respective roles in the charity they had very different experiences during the pandemic. Of our paid staff members, 5 were furloughed at the start of the first lockdown. These were our shop manager and deputy, our van driver and two of our project workers (one of whom retired whilst on furlough). One of our project workers was on maternity leave at the time and was therefore not at work anyway. The remaining 6 staff members continued to work. Our Finance Officer and Rough Sleeping Project Coordinator were able to work from home (during the whole year in the case of the Finance Officer and for part of the year in the case of the Rough Sleeping Project Coordinator). 14 This left 4 members of staff actually working from Belmont House; our lead project worker and me both on a full time basis and our Saturday project worker and my admin assistant on a part time basis. Kelly Reay, our lead project worker only started with us 6 weeks before lockdown and was still learning the job when she had to instantly adapt to completely new circumstances. In fact Kelly virtually singlehandedly prepared and delivered the majority of the 3263 breakfasts delivered to the hotel, with Claire Gray (initially) and then Lisa McKnight taking on the role on Saturdays. They all did an incredible job but I particularly wish to pay tribute to Kelly who kept going throughout the initial lockdown despite the need to constantly adapt how we were operating as Covid rules changed. Most of the visitors to our window came during the morning and she used the afternoons to do some much-needed sorting out of our clothing and bedding stores. She also took the opportunity to devise an online system for recording statistics on a daily basis. This was something we had been keen to introduce for a while and Kelly, with her IT skills, was able to make it happen. Looking back the first lockdown seemed to last forever but in July we were pleased to be able to welcome back project workers Lisa McKnight (from maternity leave) and Kerry Holmes (who had been covering Lisa’s maternity leave but remained on a temporary basis to cover the role of the project worker who had retired). Claire Morris and Donna Ladds from the shop both spent much of the year on furlough and I am grateful to them for coping with this so well and for their enthusiasm for putting in hand the necessary measures to ensure the shop could reopen safely on three different occasions throughout the year. Our van driver, Paul Steadman was also furloughed for large parts of the year but managed to get out on the road with the van on 54 occasions to collect and deliver furniture. The picture for our volunteers during the year was also very mixed. With the drop in and charity shop closed the majority of volunteering roles disappeared overnight. At the start of the first lockdown we were grateful to two of our trustees, Revd Lis Ward and Revd Sue Rose who volunteered on Saturday mornings, helping to put together food packs for the residents in the hotel for the following week. Their role was subsequently taken on by Cllr. Judy Welbourn to whom we are also very grateful. Thanks also go to our food volunteer who returned to manage our food store as soon as she could do so safely. On the occasions our charity shop was able to open we were grateful for the support of 4 of our shop volunteers who returned to their roles. Some of the other volunteers were unable to return either because of their own health issues or because they were caring for someone who was extremely vulnerable. Our trustees are also, of course, volunteers and I am so grateful to them for their support throughout the year especially Peter Lawson, our Chair. Peter was always at the end of the phone if I needed to discuss our response to the pandemic and changes to our ways of working. We were also pleased to welcome Mike Sharp as our new treasurer during the year. My thanks and gratitude go to all our staff and volunteers whether they were working or not for their support during what was such a difficult and challenging year. 15 ## Conclusion Despite it being a dreadful year in so many different ways, there were also many positives. I was pleased at how quickly we were able to respond to the challenges that the pandemic presented and proud of the fact that we were able to safely maintain face to face contact with those needing our services throughout the year. I am sure that being a small charity without layers of bureaucracy helped us to adapt quickly. I am pleased at the closer working partnership we forged with Boston Borough Council and local churches which helped to ensure that there was a coordinated approach to providing support during the pandemic. The pandemic also provided us with the opportunity to take stock of our situation and make plans to start delivering our services in a different way when we were able to reopen fully. Finally, above all else, I am pleased that were able to play our part in keeping the vulnerable people we were supporting safe and, as far as I am aware, Covid-free throughout the year. Elizabeth Hopkins 16 ## **Treasurer’s Report for the year ended 31[st] March 2021** The financial year coincided with the year of Covid-19 national lockdowns which could have severely impacted on the income and expenditure. Yet this report reflects an exceptional time during which Centrepoint Outreach continued the work of support to the homeless, needy and vulnerable of the community, in differing, versatile, and often challenging ways. The loss of income following closure of the shop and a general reduction of social activity in the community was a challenge, yet despite this, the charity continued to operate 6 days a week, adapting services in order to meet additional, or comply with changing, government requirements. There was significant additional demand for food support during the pandemic and successful applications to various Covid funds and local traders enabled the purchase or donation of the stock required to meet this need. Fundraising and trading income was down over 80%, but the financial need was greater than in previous years, and was met through the generous 50% increase in donations, 64% uplift in gift aid and pledges, and a massive 139% increase in grant aid, the majority of which was ring-fenced for specific tasks. Details are shown in the accounts. Such grants are unlikely to feature in future years, and there is a need to re-establish the former pattern. The trustees approved an updated strategic plan, reviewed on a regular basis. Of particular concern has been the condition of the building, which continues to deteriorate and absorb funds for routine maintenance, which do little to improve the facilities nor reduce the longer term risks. The Finance and Property Committee proposed that a ‘Buildings and Facilities Development Fund’ be established for long-term improvement/replacement of current buildings and facilities. The trustees agreed that a new account be opened with the Charities Aid Foundation (CAF), which offers a better interest rate, and also would reduce the risk to the charity of excessive funds in Lloyds Bank. Further information regarding how Centrepoint Outreach operated during the pandemic and the results achieved can be found in the Chairman and Chief Executive reports attached to these accounts. As he notified in his conclusion to the 2020 report, Michael Clarke, the long serving trustee and treasurer, did retire, and I am grateful for his advice and help in the handover of the accounts, creating no concerns or worry for me as his successor. This year we will be saying farewell to another long term member of the Finance Team, as Carol Lidgett hangs up her quill and abacus after many years as Finance Officer of Centrepoint Outreach. Carol spends much time keeping the books straight and providing the data which guides our decisions. Carol also has a wealth of knowledge of employment processes. She will be greatly missed. Michael Sharp Treasurer October 2021 CENTREPOINT OUTREACH (Llmltod by Guaranto01 REPORT AND ACCOUNT8 FOR THE YEAR ENDED 318T MARCH 2021 Charlty No.: 1056296 Company No.: 3204952 {England and Wale8) CENTREPOINT OUTREACH REPORT AND ACCOUNTS FOR THE YEAR ENDED 31ST MARCH 2021 DIRECTORS AND TRUSTeES Mrs, A.M.Au81In Mf P. A. Clark Mr. M. Clarke Mr8. J.M. Crlddlg Mr. P. F. Lawson Ms. l. J. Lebledowi¢z Mr. R.0. Lock6-Whealon Revd. S. E. Rose Mr M J Sharp Revd. A. L. Taylor Revd, E. Ward Reslgn8d 4111 November 2020 Reslgned 20th July 2020 Appolnled 1 Ilh Febfuary 2021 COMPANY SECRETARY Mr. M. Clarke Mr M ,1 ,8haTP R081gned 17th February 2021 Appolnled 1 Ilh February ?021 REGISTERED OFFICE Belmont House IS Red LiDn Street Boslon Llncolnshlre PE218PZ COMPANY NUMBER 3204962 (England and Wale81 CHARITY NUMBER 1056296 CONTACTTELEPHONE NUMBER 01205 360900 INDepENDENT EXAMINER Nlcola L¢nlon F.C.C,A Dexler & Sharpe The Old Vlcarage Church Close Boslon PE218NA CENTREPOINT OUTREACH CONTENTS Paoo Directors, and Iiuslees, report 1and2 Independent examin81$ Igport Slalemenl of flnanclal acllvlll85 Balanc6 shÈel Notes lo the flnanclal 8lalemenls 61013 ENTREPOINT OUTREACH Dlrector8' and Truslee¥' Report for the year ended 31st Mar¢h 2021 The dir¢clor6 and trustees pr66ent Ihelr ioport and the financiBI stAlemani8 lor thè y88r 8[￿ed 31st March 2021. The financlal slatem¢nts comply with curf¢nl slalulory iequiTemenls, 11)0 memofandum and arlicle6 ol assoclallon and th8 Slalgtn6nl ol Rgcommandad Pracllcg- A¢counlinD and Reporting by Charille8 (FRS 1021. Gov¢rning do¢¥n70nt The charily Is in¢orpoialed and lin71led by 9ugrariloe. Ils ¢onsliluUon 18 governod by hs memofandum and artlcles ol 8gsociallon whlch are filed wilh the Companies House. Objects of thg eh8rity Th& oblacl of Ihe charlty IB th8 eh8dlable provls1on of rellef for hornelg88 4nd vulneiable per80ns In and Aroiind Boslon, together wllh lh8 provlslon ol doll?Ing. lood and hou6ehold good8. Oruan18atlon A board ol Trus1oe8 Ineets every Ihree month6 lo adTr75nlsler11)e chaiÈly. There are commillge6 ¢oveiiThg the sliop, rinaiic8 and property, and g8neral purposes which Meel on an ad hoc b481s. A Chief Execulive Officer18 appointed lo m￿n￿ge the day lo day oporallons ol Iho cl)arily. Rovl¢w ol actlvltlo8 and lul(Iro d&volopmoi)16 Tho firsl nalioiial lockdown durlny Iho Covid. 19 pDndon)l¢ eglncldod ivllh tho slart of11)o fir*8n¢lal yo8r gnd Iho drop In ceiilre aiid charily shop wèra clo$6d and S In$￿1b815 ol stall viè(8 ILtlougli¢d. Despite Ihls, tho eharily corilllliied lo oper*il& G (lays a iveek, bill cli41)ued I￿le 14iay11 dollvered ils 8ewir.es In order lo coiiiiily viilli Goveiniiieiil f8qulieii)oiils Irom Ilmo lo lime. Allhouoh Ilio drop Iii cenlre vias closed to vi8iior8. the prol8¢1 vi¢rktsJs ¢onlinued lo d981 wllli ¢llèiii Iiuorles oiid piovido lood p8rcol8 at Ihts offi¢8 wbndoiy. TM8y 3180 prepared 8iid dellvefed hoi breakfast8 10 a gfOUP ol rouoh 81oepor8 a¢¢omtnodaied In 8 local holol under the Otsve¥nm•nl'6'Everyon¢ I￿, inili¥liv¢. As reslriclloTi$ wero Ilfted, and wilh lh• benollt ol lundlnu 8UPPOrt,11 wa$ po$sibla In August 202010 reopen Ihè 6hewèr la¢lllly and admll Indivldual clloft18 lo lh$ bullijlng lor lh• Jrpo88 ol deallng wllh niore complex qu¥ile8. Tho ¢118rity 6hop reopened In October 2020 bul hbd to ¢k)36 81)d reopen on h¥0 further occa8lon6 a8 8 re8uII of 8oslon oolng ilo Tier 4 and lurlher nallonal lo¢kdowiis. All In all Ihe cliartly shoi) wa6 only opan lor 7.)r %veek$ Sn111o fiiion¢181 yo8r 2020-21. bul wts Vlgfe fortiin8le to benefil Irom v8rious Government relall gran18 and Ihe Job Relenllon Scheme whlch helped lo 8ecuie lh8 slioy's l¢Jlut#. Tlitsrg w#$ a hugg dunidnd lor food 611PPUIt durlng Ilie pandemlc and wg made SU￿0$81u¥ 8ppllG8llon$ lo vartOU8 Covld fund8 whl¢h or18bl811 u$ lo pur¢hase Ihe Stocks we requiied lo keep up wilh dèmand. Duilng Iho year Iha Twslees approved an updated Glrateglc plan whl¢h18 ievlewed on 8 regulor ba81$. DuFlng tho panden)l¢11 was not po$$lblo lo hold Art and Crall sesslong in person b¢Jl w* were oblo lo laun¢li an onllne cookery proJ￿GI. 'Cool(.IIDng Wllh U- i'iliicli ￿ll￿￿1-d n-'.411-¢¢onJr)ioda4U(l indivldual. lo Icain ba￿C COQiilng -I'lll- Feedback lioim patll¢ip8nl8 was po$lliv&. Further inlorniallon regardlng how we operaled durlng the pandernlc and Ihe results achS8v8d can b& found In Ihe Cholrm8n's and Chief Execulivg's reports whlch hre allached lo Ih95e accounts. ¢onlinued... Page 1 CENTREPOINT OUTREACH Dlrect016' and TrustO98' Roport fow the yèar ended 3181 March 2021 Risk managomenl The Chlel Execuliv8 oificerfs job description ir)cludes an as8essmenl ol dAy lo day iisks. Shg Teporl¥ lo Iha board pl Iwslee8' meelings. Rè8oYvog poII¢y The Iruste8$ ha￿ adopted * policy ol Malrtl8ining sufflcienl fre8 rè60tvo$ to ¢QVgr gxpgndilure lor six monlhs. Al Ihg year end freg reservo8 avnounled lo £96,030 ag8ln$l a requlremenl of £56,704 . The Iruslees a￿ pleased that desplle Irodliiy r881flclion8 Ih8y h8V6 Te8eNe8 In placo. The Tiiistées are iislng tha cvrronl Sllualion lo sol aslde £35.000 in o doslgnaled fund to be known a3 Ihe Building and Fa¢lltllts$ Developmenl Fund as Belnionl Hgu$e18 in need of subslanlial Invo$lmant. Shop turnover, which is Ur)￿61￿¢1&d core lunding, h8$ 8ufferod durlng th& p8ndemlc bul 18 now recoveJlng lo pre Covld 19 lo￿1$. Dlr•otor6 and Irufytets8 All dlreclors ol the company ale also liu¥lees ol Ilie ¢h&rlly. ¥nd Iher6 aro no olhei Iruslae8. Belor6 Appolnlmenl tiusloes are shown round 1119 cliyilly'$ op6rallons so Ihai Ihey are awaro ol how il is condueled. Upon appolnlmenl I1￿Y recelvo B copy of th¢ Ingmorandiim 8nd prtlcle3 of 889o¢lallon ond Ihe Charily Comm1$61on'$ guidance nole. Publ5¢ bon011t 'rh& Irvs18e8 hftvr* re£fxrd lo Ihft gijidance lssijed by Iho e.h8rily Commls8lon on ptibllc banefil. They conslder Iheli obligalioiis are Ivifilled by 1118 workliiu oul ol the cliaiily's obj&¢livtrs. Stalomgnt of Ifust088' rospon$lb11111è8 The truste88 ale r¢8pon8lble lor prepgrln9 the InJ$le88' report and thè fin8ncIg161olernen16 In accordance wllh gppllcabl• law 8nd Unlted Kingdom Accoynling S18Thdards Iunlled Klngdon) G•ner8lly Accepi¢d A￿O￿n11n9 Pr3¢licel. Company law ￿quIreS the liu81È89 lo piep8re financl818lai¢mtsnl$ for ea¢h flnancl81 ye¥r whleh eivo g Ifua and falr vlow ol th8 81ale of 8ffalrs of lh8 charllable company ond of the Incornlng re8¢ur¢08 and opplicalioii ol re8tsUr￿￿, Includliiu tha Income and exppnditure. ol Ihe ch8ril¥bl6 company lor th? yeai. In prgparing Iheso finan¢l¥l 8lal6menl$ lh8 IruJlee8 arè reqiiired lo.. 8el•cl 8ull8ble Q¢CA)unllnu pollcies and apply Ihem con818lenlly,' obseNe tho m&lhoc18 and principlog in th8 Chaiilios SOIIP., make ludgemonl% and eilin)8les Ihat are reasonable and prudonl,. •18lo whether 8ppli¢ablg Ll.K. Acccunllng Sl8nd8rds hav& beon lollowed. $ublecl lo ahy mat8rlal depatlure8 d18clo8ed and explalntd in Iho fln8ncial slaleménls-. preparo Ilie flnanclal stalèmenls on a oolng ¢oncern ba$18 unless11 5$ Inqppropri8lt lo presume Ihal the charSlablB compaiiy wlll ¢oiilliiuo In operation. Tho tru81￿￿s are fg8ponslbl8 lor keeplng proper 8c¢ounllng records vihlch dlsdose vthlh reasonablè accuracy at any Ilme the financlJl p?".Illon ol Ihc charitabl- coiypun> and on- the Companles A¢1 2008. They are also responsible lor $8feguardlng Ihg aSS61s of th8 company and henc& for taking ceasonable 818ps for lh8 prevenllon and delecllon ol fr8ud an¢J olher Ir¥egvlarlllg8. Thi5 roport via8 approved by tha board on 81h September 20218nd Slgned by order oflhe board, MJSh8 CENTREPOINT OUTREACH for tho year ended 31st March 2021 Indgpg1)dent Exan)Inerf$ Report to the Tru8tee8 of Cehtrepolnt Outreach I report on Ihe &ccounl6 for the year 6nded 31" Mafch 2021 set oul on pages 4 10 13. R6#pon8ibllSllès and batti$ of ￿pOrt As Ihe chgrllvs Iruslegs ol Ihg company Iwho are alBO Ihe direclore ol Ihe company far tho puipo8e8 of company Ihw), you Bro iesponslble lor the PTeparallon ol lh8 accovnls In accordanca wllh the rèqviiemenls ol the Compan108 A¢t 200fj {"Iho 2006 A¢t'). H8¥lng $allsfted mytsell that tho accounts ol Ihe Company are not required lo b8 audiled lor Ihls y6af under Part 16 01 lh6 2008 Act and aro oligible lor Independent examlnallon, I report In respect ol my examSnallon of your charily's accounts AG cairled out under 5tcllon 14S of thè CliarilloB A¢1 2011 C'the 2011 Act"). In carrylng out my ex8mlnAllon, I have loltowed Ihe Dlrecllon$ glv&n by the Charlly Commlsslon under sectlon 145151 Ibl ol the 2011 Acl. Independenl examlnerf8 8tal¢mént I hava eompltrled my èxkmliiallon. l ¢ohfiini11181 no mhlèrial Inaiier6 have conie to my all¥nlion %*lii¢h giv¢$ mg causo lo beli*¥6 Ihal.. attoiinlln9 racords wei8 not kepl In gccordance wllh Secllon 386 01 Ihe Companles Acl 200S ', nr 1118 eccoiinls do nol accord willi $Lieli r6cord6', or tho 8c¢oun18 do not wmply wllh relevant aecoltnllng r8quir9menl$ vndar Seelion 396 01 the Companies Act ?000 olhor th811 ony roquiiomonl Ilial Ihg 0¢￿VnI$ glve a'lrue and fairf vieiy iyhlch 18 nol 8 m&110r ¢¢neidofod 88 Part ol an Ind¢pondenl ¢xomln8llon', or Ihe accoun18 have not b$#n preparèd In aecordAn¢e with th• Ch81ii1os SORP IFRS1021, I havo no concorn8 8nd havo com8 8cr088 110 olher maller8 In rnnngclloi) villli the exdmliiallon lo iylilch allentlon should b• diawn In 11)18 reporrt in order lo enable a proper undvr618ndli)g ol lh8 accoun16 to bo re3chgd. N. Lonton F.C.C.A Dèxler & Sharpe The Old Vicarage Church Close Boslon PE216NA ..2021 Page 3 CENTREPOINT OUTREACH statement of Flnanclal Acllvlt188 for th¢ ye0r ¢nd¢d 31gt March 2021 Unro¥trl¢t¢d Deslgnat8d Re8trlotod 2021 Funds Funds Fund$ Total 2020 To181 Notè8 In¢omlng re80UI¢O8 Income and resources from generated fiinds Volunt8ry Income Donations Gift ald and pledges Income lax r$￿Veled 2 Grants ieceived HMRC FurloLtgh S¢heme 19.951 17,906 4.358 68,363 20,167 19,951 17,906 4,358 137,423 20,167 13.253 10,900 2,127 57,404 69,060 130,745 69,060 199,805 83, 684 AGlivilies for gen8rallng funds Fundr81sing venluies 3 Tradlng InGome 4,375 5,655 4,375 5,655 6,273 43,998 10,030 10,030 50,271 Inv&slmgnl Incomo Bank interest 57 57 170 Olherlncoining re$our¢os 220 220 559 Total Incomlng re80urce8 141,052 69,080 210,112 134.684 Resource8 expended Cost olggiior81iiig lund8 Dépreclallon, elc. Fundrai51ng exp6n808 3 Tiadlng expei)ses 2,816 20 26.345 5,472 8,288 20 26.34S 8.288 20 31,116 29,181 5,472 34.653 39,424 4 Cosls of charllable aclitrllias 46,542 57,090 103,632 88,255 Olher cosls 5 Man8gem8nl and adminlslrallon 24,857 5,362 30,219 24,418 Tot81 oxpgnded resourc•8 100,680 67,924 168,504 150.097 Ngt Ii?comliig(oulgolng) re$ource8 b•foYe tran8ler8 40,472 135,0001 1,136 41,608 Tiansfers (15.413) 35,000 Not mov6meiit In fund8 R¥knviiknilidiion or Tunds EJal8nces bTought fojward 81181 April 2020 Balan¢g8 carrled forward at 31$t March 2021 5.472 35.000 1.136 41,608 (15,413) 139,942 1,682 141,624 157,03T 145,414 35,000 2,818 183,232 141.624 All Income and expendilufe defive from ¢onlinuSng activities Page 4 CENTREPOINT OUTREACH 8alantO 8heet a8 at 31st March 2021 2021 2020 Note8 Flxod a8sel• 8 Tangible fixed as8el$ 92,643 100,931 Currènt as8et8 9 Oeblors Deposll 8ccounl Cash 81 bank and in hand 1,334 104,124 19,445 531 64.781 11,4 124,903 (23,3681 76,748 119,6371 10 Credltors; amouii18 falllng due wllhln one year N•1 Currènt a88et8 101,535 57.119 194,178 - J10,9461 183,232 158,042 -11G,418) 141.624 12 Delerfe(i grant Total a88et¥1688 curreiit Ilabllltles Capllal 13 Unreslricled fLinds 085i9i)aled luiids 14 R8slilclod funds 14Jf,414 35,000 2,818 139,942 183,232 141,624 For the year ended 31. Mafch 2021 11)e Ifii$1$88 are sallslled that the charity wa$ enlilled lo exemplion Ifom audit of the firTranGial slalemenls linder se¢lions 477 of Ihe Companles Act 2006 Ilhe Acll relallng lo sniall ¢ompanles and no notice has bèen deposlled under 8e¢lion 476 of that Act. I'he IfV8teeg acknowledge Ihelr rèspon85bSlllle8 foi.. 11 en¥uring Ihal th& chafity keèp$ proper accounlino records whl¢h comply willi seGlion 366 of the Acl.. lill preparing fii)anclal 51alemenls wliicli give a true and 181r vlew of Ihe slate ol amalrs ol the chafity as al the end of the linancial year and ol Ils surplus or dellcil for the linancial ye8r In accordanco wilh thé requlremenls of seclloii 39S, and ivlilch otherwise comply with the A¢1 relaling to the financlal slalemenls, so far as applicabl8 lo th9 charity. Thèse financlal slatemenls havg bpon prepared In accordgncg with Ihe Pfovl$lons applicable to companies sub]ecl lo lh8 Small companles, fegime and in accordance with FRS102 the Finofl¢i41 R¥pui liiw slailu￿1￿ *avvli¥dbl¥ l*) Ili¥ Ui)il¥d l