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← Centrepoint Outreach

2025-03-31-accounts

CENTREPOINT OUTREACH ANNUAL. RIPORT 2024 - 2025 www.centrepoint-outreach.com COMPANY NUMBER 3204952 REGISTERED CHARITY 1056296

2 | CENTREPOINT OUTREACH ANNUAL REPORT 2025

CONTENTS

Chairman’s Statement Page 3
Chief Executive Officer’s Report
Our Drop-In Page 5
Homelessness in Boston Page 9
Partnership Working Page 11
‘Along With Us’ Activities Page 14
Our Charity Shop Page 18
Financial and Other Support Page 19
Strategic Plan Page 20
Staff Team Page 22
Conclusion Page 23
Treasurer’s Report Page 25
Annual Accounts Page 27

3

CHAIRMAN’S STATEMENT

As Chairman, it is a true privilege to lead Centrepoint Outreach and to work alongside such a dedicated team of staff and volunteers. Their resilience and compassion enable us to meet the evolving needs of our clients, always striving to be a voice for those who need it most, while maintaining a non-judgmental, empathetic approach.

Despite ongoing challenges, our wonderful team’s perseverance has allowed us to celebrate numerous client successes — from securing stable accommodation, accessing essential health services to gaining meaningful employment and engaging with our wellbeing activities "Along With Us." These achievements reflect the lasting impact we make in the lives of those we support. Melanie Burt, in her new role of Drop In and Activities Manager, has also played a vital role in this success, providing unwavering support to both our project workers and volunteers. Her commitment ensures we can deliver meaningful assistance to our most vulnerable clients, helping to sustain the positive outcomes we achieve together.

This year also brought change within our shop team. We said goodbye to Claire, and Donna, assisted by our volunteers, did an excellent job of holding the fort until Emma was offered the role of Shop Manager at the very end of March 2025. The shop remains a vital part of our operations, both in terms of income generation and community engagement.

Financial sustainability continues to be a key focus. We are always deeply grateful to our generous funders, big and small, who have continuously funded our core activities for many years. As mentioned last year, we prioritised securing multi-year funding, and I am pleased to report this strategy has yielded positive results. Successful applications to The Mercers’ Company and Shine Lincolnshire have provided valuable three-year funding, strengthened our financial foundation and ensured continuity in our services. Moreover, their support affirms the value and necessity of our mission.

I would like to thank all our staff, volunteers, and trustees. Their advocacy and hard work have been crucial in growing our income streams and raising awareness of the importance of our work. I would also like to specifically acknowledge William for his exceptional work leading our fundraising efforts — his dedication and success in grant applications have been instrumental in securing vital support.

We have continued to make steady progress with our premises development. It is increasingly clear that our building requires significant upgrades to better meet the growing and complex needs of our clients. Paul Clark has led this work with clarity, structure, and dedication, and we are grateful for the leadership he continues to provide. Discussions around the feasibility of the next phases and additional funding options are ongoing, and we remain optimistic about the improvements ahead.

Finally, I extend my heartfelt thanks to our volunteers — without whom we could not function — and to our trustees for their continued support and guidance. The dedication of our entire team transforms lives every day. A special thanks to our CEO, Liz Hopkins, whose tireless leadership ensures our mission continues to thrive. Together, we are making a lasting difference in the communities we serve.

Richard Locke-Wheaton Chairman

CENTREPOINT OUTREACH | Annual Report 2024-25

5 CHIEF EXECUTIVE OFFICER’S REPORT ™ FOR THE YEAR ENDED 31 MARCH 2025

INTRODUCTION

This report covers the period from 1[st] April 2024 to 31[st] March 2025. The notable features of the year were the large increase in the number of people using our services who were rough sleeping in Boston, coupled with the increasingly complex nature of clients’ needs, both of which put pressure on our staff and resources. At the same time, we made great strides with our IT and data collection systems which enabled us to capture more detailed, and more accurate, data. We were also fortunate to secure some multi-year funding which provided welcome stability in challenging times.

This report provides an overview of our work over the year including the many positive outcomes achieved.

OUR DROP IN

“Thank you very much, without your help and support, I would not have had the chance to change. It is now down to me to change; I want to change and then I will be able to give back to you.”

Centrepoint Outreach client.

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6996
5810 5703
3571
2079
2020-21 2021-22 2022-23 2023-24 2024-25
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Figure 1: Total drop-in attendance, 2020-21 to 2024-25

It was noticeable how much busier the morning drop-in sessions were compared with the previous year. Figure 1 (above) shows the total number of drop-in attendances increased by 23%, while figure 2 (overleaf) shows an increase of 28% in the number of individuals using our services and 39% in the number of new registrations over the year. The registration process alone takes some time to complete, and at times it was challenging for the project workers to register new clients and support them with their needs when other clients also required their attention.

Perhaps not surprisingly, the increase in the number of visitors to the drop-in also resulted in the project workers receiving more requests for support. During the year 10,719 enquiries were received, an increase of 281% on the previous year. The other noticeable factor was the greater complexity of clients’ needs and the corresponding amount of time taken to deal with them.

CENTREPOINT OUTREACH | Annual Report 2024-25

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340
298
268 268
209 78 141
81 102
87
220 187 166 199
122
2020-21 2021-22 2022-23 2023-24 2024-25
a| Existing Users New Registrations
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Figure 2: Unique drop-in attendance by registration status, 2020-21 to 2024-25

A breakdown of European visitors to the drop-in by nationality is shown at figure 3 (below). The number of UK nationals increased by 5% meaning that equal numbers of UK nationals and EU nationals visited. We also received visitors from other countries not shown below (2%) including a number of refugees and asylum seekers.

Figure 3: European drop-in users by nationality, 2024-25

7

Towards the end of the financial year, we began to roll out major changes to our data collection systems, allowing for more precise and comprehensive tracking of both the number of individuals supported and the type of assistance delivered. The project workers are responsible for gathering and entering this data at each drop-in session. Information, such as when a client last visited the drop in, is now readily available at the click of a button, a huge improvement.

SUPPORT PROVIDED IN THE DROP IN

“You get things done here don’t you”

Quote from a new client receiving a Foodbank voucher and databank referral

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Self 1%
14%
Friend
4% 32%
Local Authority 1%
Police 4%
NHS
9%
Job Centre
Community
Family 35%
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Figure 4: 2024-25 new registrations by referral method

Many of the visitors to our drop in are not having their basic needs met and, although ultimately our aim is to help people move out of the situations they find themselves in, our starting point is to provide the basic essentials. For all clients this involves offering a friendly welcome, hot food and drinks and the support of our project workers. We also provide services specifically for people who are rough sleeping including showers, phone charging, washing and drying of clothing and provision of replacement clothing.

CENTREPOINT OUTREACH | Annual Report 2024-25

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8
6000
4000
2000
0
2020-21 2021-22 2022-23 2023-24 2024-25
Food Showers
Laundry Phone Charging
Clothing, Bedding and Toiletries
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Figure 5: Support with basic essentials provided at the drop-in, 2020-21 to 2024-25

The growth in the number of drop-in visitors resulted in an increase in the provision of basic essentials as can be seen in Figure 5 (above). Our wonderful volunteers prepared and served hot meals on 5775 occasions, an increase of 11% on the previous year.

Our project worker team led by Drop In and Activities Manager, Melanie Burt, worked tirelessly to support clients in need. Figure 6 (below) details the main areas of support they provided during the year together with the percentage of their time spent on each area. The support primarily involved advocacy and casework, one-to-one support and referrals to community partners.

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27% 26% 15% 12%
13% 4% 3%
Housing Benefits, Budgeting and Cost of Living
Reading Letters or Completing Forms Health and Wellbeing
Emotional Support Employment and Volunteering
Other
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Figure 6: Project worker support by category of need, 2024-25

9

HOMELESSNESS IN BOSTON AND SUPPORT PROVIDED

“This is the first day since I’ve become homeless that I’ve had a smile on my face”

Quote from new client visiting for the first time

Approximately two thirds of visitors to our drop-in during the year were homeless (by which we mean rough sleeping, sofa surfing or in very temporary accommodation). From the very start of the year we noticed an increase in the number of homeless people, particularly rough sleepers, presenting at our drop-in centre. By the end of the year we had supported a total of 222 homeless individuals, an increase of 60% on the previous year.

There was no one single reason for the increase, but it was a national trend and was partly due to the huge shortage of both suitable housing and specialised services providing appropriate support to enable people to maintain a tenancy.

85% of those presenting as homeless were male and 15% were female. This is broadly in line with previous years. In terms of age, the majority (80.9%) of the homeless people using our services were aged between 26 and 55 with 9.2% being between 18 – 25 and 9.5% between 56 – 70.

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0% 20% 40% 60% 80% 100%
2020-21
2021-22
2022-23
2023-24
2024-25
United Kingdom European Union Other Countries
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Figure 7: Percentage of homeless presentations by nationality, 2020-21 to 2024-25

In the previous financial year we saw an increase in the number of homeless UK nationals visiting our drop-in and in 2024-25 that upward trend continued with 51% of clients being UK nationals and 46% being EU nationals. 3% of clients came from other countries as shown in figure 7 (above). During the year we began to receive visits for the first time from refugees and these are included in the figure for clients from ‘Other Countries’. These individuals had been accommodated while their asylum claims were being processed but upon receiving refugee status they were given notice to vacate their temporary accommodation and were unable to find anywhere else to live.

CENTREPOINT OUTREACH | Annual Report 2024-25

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It is a challenge to maintain accurate statistics as to how many people are rough sleeping. This is partly because people often fluctuate between rough sleeping and sofa surfing, sometimes on an almost daily basis. We make great efforts to ask clients where they are sleeping every time they present at our drop-in so that our records are as accurate as possible.

Once again, the national annual autumn rough sleeping snapshot was carried out by the Council’s outreach team undertaking a street count followed by an evidence-based estimate meeting which we attended. This resulted in an estimate of 17 rough sleepers being agreed which was an increase from the 2023 figure of 15. The figure came with the usual caveats; that it is just an estimate and does not claim to reflect the exact number of rough sleepers.

Just as it is hard to provide accurate statistics on the precise number of people rough sleeping it is also hard for us to keep a record of how many rough sleepers are subsequently accommodated. We are now better able to record this information but, nevertheless, we aften do not find out if someone is housed. Nevertheless, during the year we became aware that 53 individuals were accommodated on one or more occasions, an increase of 33% on last year.

During the year we became aware of several clients who had sadly died whilst living on the streets, or without a home, and we were very grateful to Revd Val Ogden for leading a service of remembrance at Centenary Methodist Church to give people an opportunity to remember those who had died and to share their own thoughts and memories. We hope this will become an annual event.

OUR VAN

Our van operated throughout the year collecting 241 items of furniture for our charity shop and for people being newly accommodated in Boston. We noticed a reduction in donated furniture which we attributed to individuals retaining items for longer, a direct consequence of the ongoing pressure on personal finances and the squeeze on household budgets. In response to this challenge the van began travelling further afield to collect furniture donations. This strategy proved effective, not only increasing the number of items collected but also enabling us to develop new connections in these additional areas.

11

PARTNERSHIP WORKING

We were extremely pleased with how this area of our work continued to develop and an increasing number of agencies approached us to ask if they could meet their clients in our drop-in centre. Although rough sleepers are frequently labelled as ‘hard to reach’, our experience demonstrates otherwise: many attend our drop-in centre each day whilst they are living on the streets. When agencies are prepared to come directly to the clients in this familiar environment, these individuals are, in fact, highly accessible.

Most of those experiencing rough sleeping feel a strong sense of belonging at our drop-in centre. As a result, they are far more likely to engage positively with service providers there than in traditional, more formal settings, where they may feel uneasy or out of place. The welcoming atmosphere not only encourages engagement but also helps to build trust, making it easier for agencies to offer support and for clients to access the help they need.

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Figure 8: Total partnership and community referrals 2023-24 and 2024-25

Agencies who attended our drop-in for the first time during the year were: -

PRISONER SUPPORT SERVICES whose representative regularly attended the Saturday morning drop-in sessions to support clients who had been released from prison to help them resettle back into the community.

FLOATING SUPPORT - a representative from Framework attended the drop in on a weekly basis to provide floating support with aim of helping people to remain in their accommodation or to support people into accommodation.

HOMELESSNESS COMMUNITY CONNECTOR – this was a new role to provide mental health support to people who were rough sleeping. The role covered a large area of Lincolnshire but, nevertheless, the Community Connector visited when she could to engage with our clients.

CENTREPOINT OUTREACH | Annual Report 2024-25

12

FIRST VISION EYECARE – visited on 2 occasions during the year and provided eye tests for 33 individuals. Those found needing them received a free pair of glasses.

Other partner agencies who continued to regularly attend our drop-in and who we worked closely with were the Council’s rough sleeping team, local PCSOs, Lincolnshire Recovery Partnership, One You Lincolnshire – Be Smoke Free, the Neighbourhood Team and the HepC Team.

PARTNERSHIP WITH BOSTON FOODBANK

As well as making 334 referrals under the Boston Foodbank e-referral scheme we were also pleased to continue to work in partnership with the Foodbank through a financial inclusion project to provide housing support to clients of the foodbank. During the year we supported 101 individuals and families with a variety of issues including homelessness, housing related debt and benefits.

PARTNERSHIP WITH SHEFFIELD HALLAM UNIVERSITY

Following a positive experience a couple of years ago we were delighted to develop our partnership with Sheffield Hallam University by offering an 8-week ‘extended scope’ work placement to two occupational therapy apprentices. Both apprentices fitted in immediately and found that there were many links between occupational therapy and the support needed by our clients. They were particularly interested in our activity sessions and each produced an intervention based around one of the activities.

COMMUNITY EVENTS

Whenever possible we try to attend events organised by our partner agencies to develop our community links. During the year these included: -

13 With clients’ situations becoming ever more complex working closely with partnership agencies is more important than ever to secure the best outcomes for clients. The case study below shows how | the partnership approach enabled one client to achieve the outcome he was hoping for.

CASE STUDY – MIROSLAW

Miroslaw’s claim for Settled Status had been rejected which meant that he was no longer legally allowed to work or reside in the UK. He had lost the room that he was paying for weekly as he had no income coming in and he had become street homeless. With nowhere to go and no-one to support him he had started drinking alcohol heavily to get through the day.

We provided Miroslaw with clean clothes and supported him with daily hot food and access to our shower and laundry services. Our project workers referred him to the Rough Sleeping Team at Boston Borough Council for help with housing, and the Homelessness Community Connector to talk about his mental health and wellbeing. He was also referred to the Boston Neighbourhood Team for advice with regard to his physical health and Lincolnshire Recovery Partnership in connection with his alcohol dependency.

Miroslaw also began to attend our wellbeing activity sessions. During one session he broke down in tears and told us that the day before he had been physically assaulted by somebody who had stolen his mobile phone and money. We assisted him with reporting the incident to the police who took him to hospital due to the injuries he had sustained.

After he was discharged from hospital, we spoke to Miroslaw about his situation. He was unable to obtain assistance with housing due to his immigration status. Whilst he was considering his options we continued to support him with daily essentials and provided wellbeing and emotional support. The rough sleeping team continued to make welfare checks on him.

Miroslaw eventually asked us to assist him with a Voluntary Return application to the Home Office. We submitted all the relevant paperwork and were told that the process would take up to 12 weeks. At the thought of having to sleep rough for this length of time Miroslaw became deeply depressed and started to drink heavily again. We put him in contact with the Lincolnshire Recovery Partnership (LRP) who attended our drop-in to register him for support with his drinking.

Over 10 weeks, Miroslaw managed to reduce his alcohol intake. We continued to support him and liaised with the Home Office until he was able to return to Lithuania. Two days later he emailed thanking us for everything we had done for him and informing us that he had managed to get a job as a shift manager in a factory.

He said, “Thanks for everything. Now I am happy. I'm safe. My home, my family are happy, and I want to say THANK YOU…”

CENTREPOINT OUTREACH | Annual Report 2024-25

14

ACTIVITIES – ‘ALONG WITH US’

“Thank you so much for everything, you have gone above and beyond. If you had not have helped me, I don’t think I would have been here today, I would have ended my own life.”

Centrepoint Outreach Client

Our drop-in provides a baseline to serve people’s most essential and immediate needs. The goal of our activities programme is to build on that foundation and help individuals become ready, both physically and mentally, to take the necessary steps to improve their long-term circumstances.

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175
167
157 156 154
149
135
128
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118
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Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
| Cook Along With Us | Chill Along With Us | Create Along With Us
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Figure 9: Total monthly activity attendance, 2024-25

Our activity sessions were held each weekday afternoon, built around the themes of Cook, Chill and Create ‘Along with Us’. Sessions were designed to be collaborative, client-led, and incorporate ‘pathways to wellbeing’; helping our clients build confidence and resilience, develop life skills, express themselves, develop healthy lifestyles and build social support networks. We also encouraged attendees to take up volunteering and to play an active role in the wider community.

15

COOK ALONG WITH US

Our ‘Cook Along’ sessions were well attended throughout the year, and we were grateful to Centenary Methodist Church for the hire of their kitchen. Clients learned to prepare a wide variety of meals from around the world, including UK and European foods. The sessions were designed to encourage healthy eating, develop life skills and to help clients with their weekly food budget.

In August we introduced an 8-week cooking course, starting with basic kitchen skills and progressing with recipes increasing in complexity. At the end of the course clients received a certificate and an opportunity to undertake level 2 food hygiene training.

CASE STUDY - SIMON

Simon was referred to our Cook Along sessions by a friend. He had a learning disability and was experiencing poor mental health. He found it hard to read and follow the recipes and needed one to one support throughout.

We made the recipes easier to understand by increasing the size, simplifying instructions and reading it out step by step during the cooking sessions. An occupational health apprentice saw that Simon needed extra assistance and designed a recipe that used pictures instead of words. We were able to use this for any participants who struggled to follow a written recipe.

Simon enjoyed following the picture recipes to produce a healthy meal. During the Cook Along sessions he started opening up and talking to other individuals in the group. He told us, “I like coming to cooking; it is fun and I can show my mum what I have made”. It became apparent that Simon liked to be helpful and feel valued so we suggested that he might like to assist with washing up cups after each session and he jumped at the chance!

We talked with Simon about the possibility of helping him to find some voluntary work in the community and assisted him to apply. He was subsequently offered a volunteering role at another local organisation which he enjoyed so much so that he did not want to leave at the end of his initial session. As well as continuing to attend some of our activity sessions, Simon has continued in this voluntary role and thanked us for making him aware of the opportunity.

CENTREPOINT OUTREACH | Annual Report 2024-25

16

CHILL ALONG WITH US

Chill Along sessions are intended to be more relaxed, focused on creating a non-judgmental space for clients to socialise, break down barriers and address social isolation. The sessions provide flexibility to invite outside agencies.

This included working with Shaw Trust, who signed 4 clients up to their back to work programme, with Yorkshire Building Society who provided ‘Money Matters’ training on recognising financial scams, and a session with Andy from Citizens Advice Mid-Lincolnshire who delivered a gambling related harm workshop. We were also happy to work again with Tom Page who volunteered his time to teach clients to play the ukulele.

CREATE ALONG WITH US

‘Create Along’ sessions are all about self-expression, developing skills and hobbies, and working together with others on a project. In September sessions were enhanced by the intervention of an occupational therapy apprentice, who helped to deliver activities around mindfulness art, happy places and a ‘Tree of Hope’. Over the course of the year, we also worked with Transported Art to create lanterns for the town’s illuminate parade. Participants also made decorations for the Centrepoint Outreach tree at St Botolph’s Christmas Tree Festival and created different seasonal decorations for our drop-in throughout the year.

17

CASE STUDY – KRISTINA AND LUKESZ

Kristina began to attend our activity sessions with her husband, Lukesz, who was experiencing low mood and depression.

Over a number of weeks, we noticed that Kristina’s mental health had started to decline, and she told us that she and Lukesz had not had heating, hot water, lighting or working sockets in their home for over three days.

We contacted Better Homes, Better Housing who provided some credit top up cards for her electricity and gas. We issued her with a Foodbank voucher and referred her and her husband to Citizen’s Advice for help with their debts.

Lukesz then approached us to explain that they were behind with their mortgage payments and that the bank had commenced possession proceedings. We helped them to negotiate a product transfer with lower monthly payments for six months. However, the bank then tried to renege on this agreement and demanded payment of all the arrears. Lukesz and Kristina did not have the capital or means to raise the sum required. We advised them to continue to make the new product transfer payments and other sums due from a previous court hearing. We then signposted them to a legal advice service.

During this time Lukesz and Kristina continued to attend activity sessions as and when they could. They told us that they were feeling happier with the new monthly payments, but they were both feeling depressed and anxious at the uncertainty of their situation with the mortgage lenders.

Months later, Lukesz brought in a Warrant of Possession issued by the mortgage lender. He was distraught and stressed but he did not want to upset Kristina as her mental health was also deteriorating to a place where she struggled get out of bed. We helped them to contact a solicitor for legal advice on the various options available to them. Following this we contacted the mortgage lender’s possession department and agreed a new payment plan to cover the outstanding debt, and a product transfer was set in place for a trial period of 6 months. We advised Lukesz and Kristina on the importance of keeping up with the monthly payments to ensure they remained in their property.

Kristina and Lukesz’ mental health improved. Kristina started volunteering in the community and Lukasz was able to return to full time work. Lukesz said “We could have lost our home; me and my wife would not cope going through that. Thank you very much for everything, you are all angels, it is a weight that has been weighing me down for a while, I really cannot thank you enough.”

CENTREPOINT OUTREACH | Annual Report 2024-25

18

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OUR CHARITY SHOP
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In line with the retail climate nationally, it was another challenging year for our charity shop, but thanks to our generous donors and customers the total sales reached £48,951, a slight increase on the previous year. It was pleasing to see improved sales of clothing and bric a brac items, but furniture sales proved more challenging.

On a positive note, the shop staff took great pride in preparing themed window displays throughout the year and we were pleased to win 2[nd] prize in the Festive Window competition organised by Boston Borough Council in the run up to Christmas.

In June 2024, our charity shop participated in a Charity Shop Flea Market and fashion show organised by Boston Borough Council. This event offered an excellent platform to showcase our shop to a broader audience and highlight some of the donated items available for sale. Taking part in such community initiatives not only helped to increase awareness of our work but also provided an opportunity to connect with new customers and supporters.

We were pleased to continue our partnership with Linkage Community Trust and were delighted to welcome one of their students as a volunteer. We also provided work experience for local students working towards their bronze level Duke of Edinburgh award.

We have observed a growing trend in financial donations being made through our shop, reflecting the generosity and support of our local community. One particularly heartening example was a donation of £1,000 from a gentleman whose late sister had been a frequent visitor to the shop. He shared with us how much his sister had enjoyed her visits, and that he wished to make a contribution from her estate in her memory. This generous act serves as a powerful reminder of the vital role that charity shops play within the community. Beyond offering affordable shopping, our shop provides a welcoming and supportive environment that can genuinely enhance people’s lives and wellbeing.

We were very grateful for the continued supply of generous donations to our shop which ensured that the shelves and rails were always stocked with a variety of good quality items. We are also indebted to all our customers for supporting our charitable work through their purchases.

19

FINANCIAL AND OTHER SUPPORT

Individuals and organisations donate to us in so many ways whether financially, by giving their time or donating items such as food or clothing for our drop in, or items for our charity shop. We are extremely grateful for all donations whatever form they take. We take our role as custodians of all donations received very seriously to ensure that they are applied in the most appropriate way to support our client group.

We are extremely grateful to the following organisations who supported our work in financial and other ways throughout the year:

ALL SAINTS HOLBEACH HOLY TRINITY CAFÉ ST MARY’S BOSTON ARGOS BOSTON HOLY TRINITY CHURCH BOSTON ST MARY’S FRAMPTON ASDA BOSTON HOUSEHOLD SUPPORT FUND ST MARY’S SWINESHEAD ASDA FOUNDATION HOWARD EXTON-SMITH ST PETER & ST PAUL KIRTON BEACON CHURCH HUNTER’S CREEK NURSING HOME STICKNEY SURGERY BILLINGHAY METHODIST CHAPEL KIRTON METHODIST CHURCH SWINESHEAD MEDICAL CENTRE BISHOP OF LINCOLN’S SOCIAL KIRTON PRIMARY SCHOOL THE LINCOLNSHIRE COMMUNITY JUSTICE FUND LINCOLNSHIRE CO-OP PHARMACY FOUNDATION BOSTON BOROUGH COUNCIL MEDLOCK CHARITABLE TRUST TESCO BOSTON BOSTON COLLEGE NATIONAL GRID COMMUNITY THE MERCERS’ COMPANY BOSTON COMMUNITY GROWERS MATTERS FUND THE ROTARY CLUB OF BOSTON BOSTON TOWN AREA COMMITTEE OPTIC-KLEER THE PARISH OF BOSTON BUCKINGHAM EMERGENCY FOOD PARKSIDE PHARMACY UNIVERSITY OF THE THIRD AGE APPEAL PLATFORM HOUSING WILLOUGHBY ROAD CENTENARY METHODIST CHURCH RAMCO IN SKEGNESS ALLOTMENTS CLEAN 143 RINGROSE LAW WOODGREEN ANIMAL SHELTER CRASH, THE CONSTRUCTION SHINE LINCOLNSHIRE WOODHALL SPA METHODIST INDUSTRY CHARITY SIBSEY PRIMARY SCHOOL CHURCH DORRINGTON WESLEYAN SKYLARKS ENDOWMENT FUND WORLDWIDE FRUIT LTD REFORM CHAPEL SLEAFORD METHODIST CIRCUIT WORTH WAYNFLETE DUNELM SPAR LONG SUTTON FOUNDATION EAST MIDLANDS AMBULANCE SPILSBY METHODIST CHURCH WYBERTON PRIMARY ACADEMY SERVICE ST GUTHLAC’S FISHTOFT YORKSHIRE BUILDING SOCIETY FRITHVILLE PRIMARY SCHOOL ZION METHODIST CHURCH

We would also like to thank all of the individuals who supported Centrepoint Outreach, anybody who donated anonymously, contributed to larger appeals and collections or who spent money at our charity shop to support our work.

Obtaining financial support to enable us to continue to provide our services is becoming increasingly challenging against a backdrop of rising expenses. We are particularly grateful to those who supported us with core funding which we could apply towards our everyday running costs which made up a significant part of our expenditure.

We are grateful to those individuals or groups who set up monthly standing orders whether directly to our bank account or through Localgiving, Stewardship, PayPal or other donation platforms to support our work. This is much appreciated and is very helpful from a budgeting point of view.

CENTREPOINT OUTREACH | Annual Report 2024-25

Support received in connection with our building project is referred to in the section of this report relating to the Strategic Plan under the heading ‘Premises’.

HOWARD EXTON-SMITH

I am very grateful to Howard Exton–Smith for his continued mentoring support at our quarterly meetings. I was first introduced to Howard in 2014 through a Lloyds Bank Foundation support programme which was meant to last for 3 months. However, at the end of that period Howard generously offered to continue providing support without payment. I am extremely grateful for all the time he has given free of charge, challenging and supporting me in relation to strategic issues.

STRATEGIC PLAN

As in previous years the trustees reviewed progress made against the objectives set out in our Strategic Plan. I have set out below some of the key achievements during the year.

FINANCES AND MARKETING

The key theme under this heading was the need to secure reliable income streams from a variety different sources, wherever possible tapping into multi-year funding. We built this into our Funding Plan and were successful with our application for 3-year core funding to The Mercers’ Company Limited as well as our application to Shine’s Sustainability Fund for 3-year funding to cover certain aspects of our activity sessions. We also made successful applications for smaller amounts of funding which enabled us to purchase food, clothing and toiletries to support our clients, particularly over the winter period. Thanks to the excellent work done by William Culley in drafting funding applications, we secured grants totalling £108,216.66.

We continued to work on developing the profitability and effectiveness of our charity shop. Sales of furniture in the shop were disappointing but plans to make the shop more of a destination shopping experience were continued with a separate arts and crafts area being created in addition to the existing area for vinyl records.

We tried to make the most out of every donation by continuing with our £1 rail and 20p tubs to give items which had failed to sell at full price a final chance. If any of the items still remained unsold we were able to send many of them for recycling in return for a small payment.

Our trustee and Shop Committee member, Nicola Richardson, helped us to carry out a customer survey on Facebook and followed this up by leading a vision-planning session for shop staff and trustees. At this session we looked at our vision for the shop, what had been achieved so far and the blockers which were preventing us from fulfilling our vision. One of the main blockers we identified was not being in a position to start the building project. However, we also drew up a long list of other steps we could take to improve the situation, particularly in relation to attracting new customers and increasing sales.

We started to display posters in the shop giving details of support provided through the drop-in centre to show shop customers what was being achieved with money raised from shop sales.

To improve our marketing for the charity as a whole we began to post our monthly statistics on Facebook which generated a great deal of interest and helped to raise awareness of our work. We also set up a business page on LinkedIn.

We were very grateful for marketing support received from Tracy Pomfret and her son, Jacob Higgins of Blacksheep Video, who produced a marketing/promotional video for us which we put on social media and our website.

21

PREMISES

Thanks to the efforts of the Building Committee under the leadership of Paul Clark, substantial progress was made in respect of the building project during the year.

A successful Phase 1 application was submitted to the National Lottery Community Fund (NLCF) and at the end of the financial year we were working on our Phase 2 application.

Our application to the construction industry charity, CRASH, was successful and they offered in kind support through their patrons as well as a financial grant of £20,000.

Holy Trinity Church, Boston made a very generous donation of £12,500 which has been designated for improvement works to the premises but can also be used for core costs if required.

By the end of the year an application for Building Regulation consent had been submitted to the local authority and the structural engineer’s written report was awaited. These, and other reports were required before being in a position to obtain final costings and go out to tender.

STAFFING AND VOLUNTEERS

We recruited 9 new volunteers during the year to help throughout the charity. We mainly advertised volunteering opportunities through Facebook but had more success in recruiting through personal contacts or from receiving direct enquiries.

We developed our training programme for staff and volunteers by rolling out free online training courses for staff made available through the LCVS. We also took advantage of training provided by The Mercers’ Company in relation to migrants/ asylum seekers which helped to increase our project workers’ knowledge of this area. Staff and volunteers also undertook Emergency First Aid at Work and manual handling training as necessary.

Thanks to funding from the Shine Sustainability grant members of staff and volunteers undertook training including Mental Health First Aid, Mental Health Awareness, Suicide First Aid and Suicide Awareness training.

During the year we were pleased to achieve our medium-term goal of having full time administrative and IT support earlier than anticipated. We achieved this by increasing the hours of William Culley whose role involves not only IT and administration but also fundraising for the charity. William’s increased hours and expertise enabled us to make good progress with developing the charity’s IT system. We finished the year with an improved email system with more storage, had more shared folders which made it easier for staff members to access shared documents as well as having an improved system for capturing statistics and recording outcomes.

CENTREPOINT OUTREACH | Annual Report 2024-25

22 OUR STAFF TEAM

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STAFF

There were a few staff changes during the year. In April 2024 we welcomed Paula Sargeant as a part-time project worker. Paula brought with her past experience of volunteering in the drop-in and was also already known to many of us from her role as a reader at Holy Trinity Church. Paula slotted in seamlessly to her role working with Melanie Burt, Mark Plummer and Paul Steadman at the morning drop-in sessions.

In February 2025 our shop manager left after almost 12 years in the role. We were extremely grateful to our deputy manager, Donna, for stepping into the role of acting manager whilst we undertook the process to recruit a new manager. Emma Thompson was offered the Shop Manager role in the last few days of the financial year.

In March 2025 our Activities Coordinator, Callum Thomson, left us to move into a full-time position elsewhere. Whilst sorry to see him go, it was great to see Callum taking up an opportunity to progress his career. Following a recruitment process we appointed Paul Steadman as our new activities coordinator at the end of the financial year.

Our whole staff team work relentlessly for the charity in less-than-ideal conditions, due to the limitations of our building. We are all hoping that the building project will be able to proceed soon to improve the working environment. I am so grateful to all the staff for their dedication and willingness to go the extra mile.

VOLUNTEERS

As I say every year, we are indebted to our volunteers for all their support, without which we simply would not be able to provide all our services. We are fortunate to have a very loyal group of volunteers, many of whom have been with us for several years, but inevitably some move on every year and it is becoming noticeably more difficult to recruit new volunteers.

During the year we were supported by 34 volunteers. 8 new volunteers joined us in the drop in and we recruited 1 new volunteer in our shop. Between them our volunteers worked a total of 4,992 hours which equates to £57,108 at the National Living Wage rate. This additional cost would be unaffordable for us which is why we are so reliant on, and grateful for, the support of all our fantastic volunteers. We do our best to ensure that they all get what they are looking for out of the volunteering experience whether that be meeting new people, gaining work experience, working directly with our homeless clients, taking up training opportunities or reducing isolation.

In June 2024 we were delighted to be able to invite all our volunteers to a ‘Thank You’ party at the Blenkin Memorial Hall to celebrate all the support they had given us over the previous year.

TRUSTEES

Our trustees are themselves volunteers and their role involves leading the strategic direction of the charity. In June 2024 Iwona Lebiedowicz stepped down as a trustee. We were extremely grateful to Iwona for her contribution during her 5 years with us, particularly the training she delivered for our staff on cross-cultural awareness and the insight she brought from a business point of view.

23

In September 2024 we welcomed Revd. David Stephenson, the new Rector at St Botolph’s Church, to our trustee board. David brought with him experience of having established food banks in his previous parish and supporting people living in poverty.

I am extremely grateful to all the trustees for all their support during the year and, in particular, to Richard Locke-Wheaton who remained in the role of chair throughout the year. Despite often to be found cruising along the waterways of the UK, the wonders of modern technology ensured that Richard was able to remain fully involved and remained a constant source of support to me during the year.

CONCLUSION

In looking back over the year, one of the key features was the large increase in the number of people rough sleeping in Boston and the strain that this put on our drop in services. This just served to emphasise the need for our building project and I am pleased at the progress we made with that during the year.

Improving the way in which we captured and recorded our statistics made it easier to demonstrate the work we were doing and the outcomes achieved. We also benefited from making successful applications for multi-year funding which meant that we were not living from hand to mouth in quite the same way that we have done in previous years. As I write, however, the national funding situation is becoming ever more challenging with several large funders pausing applications to reassess their strategies. This inevitably means that there will be more people applying for the remaining funding and, in order to continue our work, we can never be complacent.

Elizabeth Hopkins Chief Executive Officer

CENTREPOINT OUTREACH | Annual Report 2024-25

25 >

TREASURER’S REPORT FOR THE YEAR ENDED 31ST MARCH 2025

The focus during financial year 2024-25 was on nurturing seeds planted in previous years, to provide a harvest that could sustain the growth and development of our support to the most vulnerable members of the community. The number of individuals using the Drop-in Centre and other services offered continues to rise and the facilities as they exist are not efficient or conducive to the comfort of visitors and staff alike.

The efforts of the Finance and Property Committee to bring on the building improvements needed to provide for the homeless were substantial. The search for sufficient finance and support to meet the project was and is continuous into the new year, with staff and trustees applying many hours and effort to the task. The year ended with planning well advanced and a viable project formulated to achieve the desired result. Trustee Paul Clark deserves especial mention for his lead on the project.

Maintaining the existing service was no less challenging as the hospitality industry in general and the charity sector in particular face increased costs through changes in government policy and decreased income.

By ‘cutting our cloth’ in year the charity had a small surplus of income over expenditure of £5,291, with 9 members of staff. Further changes to government policy in respect of minimum wages will come into effect in the coming year and the pressures to increase income will continue. The charity remains committed to paying the ‘Real Living Wage’ to our employees.

The administrative team of Liz (CEO), Dixie (Finance Officer) and William (Admin Assistant), provides the bedrock for all that we aim and achieve in providing the finance for our work; we are thankful too for the contribution of the trustees, and volunteers who support the drop-in and shop.

No less important are the prayers of so many of our supporters, which without doubt are being faithfully answered.

Michael Sharp Treasurer

CENTREPOINT OUTREACH | Annual Report 2024-25

CENTREPOINT OUTREACH (LIMITED BY GUAIL4NTEE) Company Number 3204952 (England & Wales) Chllrlty Iyumber 1056296 DIRECTORS, AND TRUSTEES, REPORT AND ACCOUNTS FOR THL YEAR 31 MARCH 2025 Dexler & Sharpe Chartercd Certified Accountants The Old Vicaragc Church Close Boston Lincolnshire PE216NA

cENTREPO￿T OUTREACH CONTENTS Page Company Infornialion Directors, and Trustees, Report Independent Examiner's Report Slaioment of Financial Activities Balance Sh¢ct Nolcs lo the financial slalements 8- 16

CENTREPOINT OUTREACH COMPANY INFORMATION Directors and Trustee: Mrs AM Austin Mr PA Clark Mrs JM Criddle Mr PF Lawson Mr RO Lo¢ke-Wheaton Ms IJ Lebiedowicz Revd AL Taylor Mr MJ Sharp Revd SA Clifton Mrs NJ Richardson Revd D Stephenson (Resigned 26. June 2024) (Appointed 18th September 2024) Company Secretary Mr MJ Sharp Reglstered Office Belmont14ouse 15 Rcd Lion Street B05ton Lincolnshire PE216PZ CompAny Numb¢r 3204952 (England & Wales) Charlty Number 1056296 Contact Telephone Number 01205 360900 Independent Examiner Nicola Lcnlon fccA Dexter & Sharpe The Old Vicarage Chiwch Close Boston Lin¢olnshire PE216NA

CENTREPOINT OUTREACH DIRECTORSI AND TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 The direclors and trus'tees present (heir report and the financial statements for the year ended 31 March 2025. The financial statctnents comply with current statutory requirements, the mLmorandum and articlos of association and the Statement of Reconunended Practice - Accoiinting and Reporting by Charilies (FRS 102). Governing document The charity is incorporated and limited by guarantee. Its constitiition is governed by its memorandum and articles of association which are filed wilh Companies House. Objects ofthe charity Thc objeel of Lhc Charity is the charitabl¢ provision of relief for horneless and viilnerable persons in and aroiind Boston. together with the provision of clothing, food and household goods. Organisation A board of tnislees meels evLry thr¢¢ months lo administer the ¢harily. There are comrnill¢¢s covering the shop, finan¢¢ and propety, and general piirposes which meel on an ad hoc basis. A Chiet Exe¢iitivc Officer is appointed lo maiiagc tlie day lo day operiltions of the charity. Review of activltles and future developments The chaTily has continued ils progranirne of providing a drop in as a meeting point for homeless and other vulnerable people in and aroLind Boston. li opcrates 6 days a wcck. Ai tlie centre drinks, snacks, a smiling facc and a listening car are on oficr. Our project workers, assisted by volunteers are (Ible to provide comfort and professional assistance in dealing with client queries and referring lo othcr agcncics. Thcy work on a onc-lo-one basis with c¢rlain ¢licnlS io cinpower Ihcm lo bring aboiii lasiing posilivc Chdnges in their lives. Our furniture delivery service has continued 118 job ot recycling useful items of household furniture. The charity also maintains stock ul'es$¢nlial ilems which arc dislribLil¢d by oiir sillrr and volunlccrs lo pruvidc bdsiL LqLiipmeni for sellingr up a humc. As well as providing a daily hol snack we have continued io issue cleaii Clothing and slcepiiig bags lo individuals who are liutnclcss. Oiir drop in also provides a showcr, washroL)m and phonL Lhargin¥ scrvi¢c for peuplc with no &ccess to thcse fa¢ililies. Thc charity has continucd lo provide afiernoon activity scssions based around cooking, arl and craft and musiG/board gamcs. ThLsL scssions providc lifc skills training opportunili¢s as well as iniprovcd niLnlal hLdlih and wcllbcing for those taking part. Statistics arc maintained to rc¢ord atlcndance and casc sludics arc produccd to dcmonstratc oulcomes. The n¢t trading income froni the shop was lowcr than the previoiis ycar but, ncvcriheless, the shop conliniied lo bc an important 50urcc of unrcstriLtcd ¢orc funding. Thc shop is the primary face of Ccntrcpoint Outreach to thc gcneral publiL, The vision of Ilie charity is that homeless and vulnerable people in Boslon and Ihc surrounding area are empowered lo iniprove Ih¢ir ¢iwumslances und achieve their lull polcnlial. To hclp achieve thal vision Ihc ¢harily has conlinued lo work with ils strategic plan which is constanily reviewed. As part of this process the trustees introduced a new Fuiiding Plan and have been SLiccessful in obtaining longcr Icrm fLindiiig Irom variou5 providers. Diiring the ycar Ihc charity has made good progre55 in improving its IT and data recording systems which has enabled more detailcd statl5tiCS to be provided lo supportcrs and potential flinders. Further information regarding results and ongoing projeLts ¢dn be found in the Chairman's and Chief Executive's rcpurts which arc attached io these accounts.

CEINTREPOINT OUTREACH DIRECTORS, AND TRUSTEES, REPORT CONTINUED FOR THE YEAR ENDED 31 MARCH 2025 Risk management The Chief Exccutive Officer's job description includes an assessment of day to day risks. She reports to the board at trustees, meelings. Reserves policy The trustees have adopted a policy of mainlaining sU￿1¢icnI frce WS¢Tves to cover eKpendittw¢ for six months. Ai Ihe year end free reserves amounted to £170,312 against a rcqvircrnenl of £85,413. The trustccs are actively rcscarching further sources of ineome. Directors and trustees All directors of the company are also trustees of the charity, and there are no other trustees. Before appointment trustees are shown round the charity's operations so that they are aware of how it is conducted, Upon appointment they receive a Copy of the memorandum and articles of association and the Charity Commission's guidance note. Publle benefit The trustees have rcgard to the guidance issued by th¢ Charity Commission on public benefit. They consider their obligations are fuifillcd by the working out of the charily's obje¢tiv¢s. Statement i)f trustees, responsibilities The Iruslees are rc¥ponsible for preparing the Irusle¢$' report and Ihe financial slalements in accordance with applicable law and Unit¢d Kingdorn Accounting Standards (United Kingdom Gcnerally Acccplcd Accounting Practice). C.oinpany law requires the lrnslees to p￿pare financial statements for each finaiicial year which give a true and fair view of the statc of affairs of thc charitabl¢ company and of the incoming r¢sourccs and application of resourccs, including the incoine and expcndiliir¢, oflhe charilablc company for th¢ y¢ar. In prcparing thcsc financiul slal¢menls Ihc Inislces ar¢, rLqiiired lo.. sclccl suitable accounting policies and apply them consisl¢nily' obscrve the methods and principles in ihc Charilics SORP; make judgements and estimates that are reasonable and prudent. stalc whether applicable U.K. Accoiinling Standards have been followcd, subjecl to any material dcparlurcs discloscd and explained in the financial statements,. prepare the financial statements on a going concern basis unless il is inappropriate to presume that the charitable company will continu¢ in operaliun. The triislees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any lime the financial position of Ihc charitable conipany and Lnablc them to Lnsurc ihal thc financial stat¢mLnts comply with the Companics Act 2006. They are also responsible lor safcgLiarding Ihc assets ol. the company and hen¢¢ lor taking rea8onable steps for the prevention and detection of fraud and other irregularities. This report was approved by the board on 30th July 2025 and si8n¢d by ordcr of Ihc board. M J Sharp Compan ecretary

CENTREpoif4T OUTIiEACH INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF CENTREPOINT OUTREACH I report on the accounts of the charitable company for the year ended 31 March 2025 set out on pagcs 6 to 16. Responsibilities and basis of report As the charity's Iruslees of the Company (who are al80 the directors of the company for the pl￿poSes of company law), you are responsible for the preparation of the accounts in accordance with the requirements of the L.ompanies Act 2006 ("the 2006 Act"}. Having satisfied myself that the accounts of the c.ompany are not required to be audited for thi5 year under Part 16 of the 2006 Act and arc eligible for independent examination, I report in respect of my examination of your charity's accounts as carried out under section 145 of the Charitics Act 2011 {"the 2011 Act"). In carrying out my examination, I have followed the Directions given by the Charily Commission (under section 145(5) (b) of the 201 l Act. Independent examln¢r'$ statement I have coinpleied my examination. I confirm thai no material matters have come to my attention which giv¢s me caus¢ to believ¢ th¢ll'. accounliiig records were not kept in accordance with section 386 of the Companies Act 2006,. or the accounts do nol aLcord with suLh records; or Ihc (ILcounls do not comply willi r¢l¢vdnl iicLuunling rcqiiiremenls linder seclion 396 of Ihc Companies Act 2006 oiher than any requirement thai thc accounts give a 'lruc and fair, view which is not a maller considered as part of an independenl examination,. or the uccounts have nol been prepared in accordancc with the Charities SORP IFRS102). I have no concerns and have come across no other matters in Connection with the exarninalion lo which attention should be drawn in this rcport in order to cnable a proper understanding of thc accounts lo be rea¢h¢d. NICOLA I.ENTON FCCA Independciit Exarnlner Dcxlcr & Sharpe chartered Cc'rlificd Accountants The Old Vicaragc Church Close Eloston Lincolnshire PE216NA 30, July 2025

CENTREPOINT OUTREACH STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2025 otes Unrestricted Designated Restricted 2025 2024 Incoming resources Jncoiiie aiid resourcesjront generafedfuiids Volup7taiy Ipicoine Donation5 and legacies Gift aid and pledges Grants received 43,527 935 66,750 12,062 55,589 935 112,712 31,066 3,053 139,233 45,962 111,212 12,062 45,962 169,236 173,352 Actii'ities for generaied funds Fundraising ventures Trading income 1,229 48,951 1,229 48,951 1.964 47,$510 50,180 50,180 49,844 Inve3'tnieni inconie Bank Lnterest 4,471 4,471 2,635 Oiher inL'oining Yesources 165 165 170 Total ineoming resource5 166,028 12,062 45,962 224,052 226,001 Resources oxpended Cusi (iJgcKLI'aii17gfuiids Depreciation, etc. Fiindraising cxpcnses Trnding expL'nscs 3,552 20 41,210 3,552 20 41,210 3,552 20 35,404 44,782 44,782 38,976 Cosis ofcharitable aciivilies 81,506 44,821 126,327 134.475 Oihei. cosls Managcment and adrninislralion 47,652 47,652 39,151 Total expended resources 173,940 44,821 218,761 212,602 Net incomingl(outgoing resources) beforc transfers Transf¢rs (7,912) (1,160) 12,062 1,141 1,160 5,291 13,399 Net movement in funds (9,072) 12,062 2,301 5,291 13,399 R¢conciliAtion of Funds Balances brought fonvard as at l April 2024 213,868 35,000 120,690 369,558 356,159 Balances carried fonvard at 31 March 2025 204,796 47,062 122,991 374,849 369.558 All income and expenditure has arisen from continuing activities. The notes on pages 8 to 16 forni part ofihese a¢¢oiints

CENTREPOJINT OUTREACH COMPANY NUMBER: 3204952 {LIMITED BY GUARANTEE) BALANCE SHEET AS AT 31 MARCH 2025 Notes 2025 2024 Fixed assets Tangible fixed assets 72,335 75,887 Current assets Debtors Dcposit account Restrictcd account Fixed rate saver Cash al bank and in hand 10,046 137,366 6,424 147,272 36,441 10,267 96,920 128.768 60,000 24,014 337,549 (35,035) 319,969 (26,298) CredRtors: amounts falling du¢ within one year Net current assets 302,514 293,671 374,849 369,558 Total asset5 less current liAbllities 374,849 369,558 Capital Unreslricled funds Dcsignated funds RL¥lriil¢.d fiinds 204,796 47,062 122,991 213.868 35,000 120,690 12 374,849 369,558 The charitable company is enliiled lo exemption from audil under Section 477 of the Companies Act 2006 for the year ended 31 March 2025. The members havc not rcquircd the charitable company to obtain an audit of ils fiiiancial slalcmcnls tor ihc ycar cnded 31 Mareh 2025 in accordanc¢ with Section 476 of thc Companies Act 2006. The trustees a¢knowl¢dgc thcir responsibilities for ensuring th81 the charitable company keeps accounting records that comply wilh Sections 386 and 387 of the Companies AGI 2006 and bl preparing financial slalements which give a true and fair view ol- the slate 0£. al'lair5 Ofi. the charitable company as at the end of cach financial year and of ils 511rplus or deficit for each financial yedr in ac¢orddnc¢ with Ihc rcquireinents of Seclions 394 and 395 and which othenvise Lvmply with the requirements 01. the c.ompanies Act 2006 relatin¥ to tinancial stal¢ments, so lar as applicable lo ihe charitable cotnpany. These fii)ancial statements have been prepared in accordanc¢ with the special provisions of Part 15 of Ihc Companies Act 2006 relating to small charitable companies and in accordancc with FRS102 SORP. The financial statements were approved by the Board of Trustees on 30, July 2025 and wcrc signed on its behalf by.. Richard Luckc-whcaton Dircctor The notes on pages 8 to 16 forni part of these accounts

cENTREPO￿T OUTREACH NOTES TO THE ACCOUNTS NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR EIYDED 31 MARCH 2025 ACCOUNTING POLICIES Basis of preparation of financial statements The financial slalemenls are prepared under the historical cost convention with items recognised al cost or transaction value unless othenvise stated in the relevant not¢ to these accounts. They have also been prepared in accordance with the Statement of Recommended Practice; Accounting and Reporting by Charities preparing their accounts preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Ropublic of Ireland (FRS 102} {cffcctive l January 2015) (Charitics SORP (FRS102)} tlie Financial Reporting Standard applicabl¢ in the United Kingdom and Republic of Ireland (FRS 102) and with the Companies Acl 2016. The significant accounting policics applied in th¢ pr¢paration of these finan¢ial 5talcments are s¢t out below. These policies have b¢cn consistently applied io all yLars presenlcd unless oih¢rwise stalcd. FRS102 requires an accrual for holiday pay to be included in creditors. The holiday year is cotemiinous with the accounting ycar, 50 any possiblc accrual would bc considercd immaleriill. Cashflow statement The charitable company has applied Update Bulletin l as published on 2 February 2016 and does not include a cash flow statcmLnt. Going concern Thc financial statcmcnts arc preparcd on a going conccrn basis a5 thc trustees bclicve that no matcrial un¢ertaintie5 exist. Th¢ IruslL¢s havc considerLd th¢ l¢vel or riinds hcld and Ihc expc¢l¢d levcl of income and ¢xpcndiliirL' for iw¢lvc months froni auihorising thcsc financial sialem¢nlS. The biidgcted income and expenditure is suffici¢i)I together with the level of reserves for the charity lo be able to continue as a going concern. Taxatlon The charity is an Cxcmpl charity within the meaning of schcdLilc 3 of the Charities Act 2011 and 15 considered 10 pass the tests set out in Paragraph I Schedule 6 of the Finance A¢1 201 O and therefore it meets the definition of a charitable company for UK corporation tax piirposcs. Judgements and key sources of estimation uncerlainty The preparation of the financial slalemcnls requires management lo make judgements, estimate5 and assumptions that aff¢¢t the amounts reported. Thcse Lslimales and judgements are continually rcviLwcd and are bascd on experienLL and othcr factors, including expe¢talions of fLIILire even15 Ihal are bclicved io be reasonable under Ihe cir¢umslances. The useful cconomic life of tangiblc fixcd assets and their residual value is difficult to establish so the accounting policy sei out below has been conslSt¢nily adopted. Grants received Revenue grants are allocated to the peTiod for which the grant was received. c.apital grants are matched with the capital asset Ihcy arc funding and writtcn off to incomc received at the ratc of depreciation of those asscls. The amount not written off is held in restricted funds.

CENTREPOINT OUTREACH NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 ACCOUNTING POLICIES continued TAngible fixed assets and depreciation Tangible fix¢d assets are slalcd al cost less depreciation. Depreciation is providcd at rates calculated lo write off the cost of fixed assets, less their estimated residual value, over their expected useful lives on the following bases.. BLILldings Van Computer equipment 2Q/o 8lraighi linc basis 200/0 straight line basis 20 /u straight line basis Note that a straight line basis has been adopted for the new van, as this is linkcd lo the writin¥ off of the capital gr&nl. Any capiial iiem costing below £500 is ￿ltIen off to revcnuc in the year in which it is incurred. Income Voliintary income and donations are accounted for as received by the charity. The income from fiind-raising and trading venlurcs is shown gross, with associated costs included in fundraising costs, No pcrmanent endowments were received in the year, bul these are deali with through the Slutement of Financial Activities when received. Revenue grants reccivcd are allolatcd according lo thc designated period of the grant. Amounts in respect of future accountin¥ periods are defcrrcd and disclosed in crcdilors. Fundraising costsl trading expenses Flindraising und trading expcnditurc comprises primarily of costs inciirrLd in running the Centrepoint shop. It algo includes costs incLirred enc()Liraging pcoplc aiid organisalions lo eonLribiile liiiancially lo ihe cliarily's work, IhroLigl) advcrtising and the staging of special fuiid raising events. Governanee ¢o$ts Managcmcnt and adminislralion costs includc all expendiliire not directly relatcd to Ihc charity's aclivilics or fundraisinglirading venlures, oil a basis a&yre¢d by the trusl¢¢s of the charity. This includes the cost of running office premise5 aiid salaries for administrative staty. Unrestricted fund5 Unreslricled funds are donalions and other income rcecived or gei)eraled for (lie objectives of the charity wiihoul furihcr spccified purposes and arc availdblc as gcncral Funds. Within unrostrictcd funds arc dcsignaled funds, whcrc thc trustccs have provided for spccifiL fuliwL risks. RL'Strlcted fund$ Rcslricled funds can only bL uscd for the spccific purposes within the objects of the charity. Restrictions arise when $pccilied by the donor or when funds are raiscd for partlCLilar reslricted piirposcs. Expcndilurc which complies to the5¢ criteria is idcntified lo Ihe fund.

CENTREPOINT OUTREACH NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR EINDED 31 MARCH 2025 GRANTS RECEIVED 2025 Total 2024 Total Unrestricted Restricted Boston Borough Council Worth Waynfleei Foiwdalion Medlock Charilable Trnst Boston Town Area Committee The Charity of Sir Richard Whittington Boston Big Local National Grid Community Mall¢rs Fund The East Coast Community Fund Cost of Living Fund Skyldrks Endowment Trnst The Bishop of Lincoln Social Jiistice Fund Boston Borough c.ouncil - I louschold Support Fund Lincolnshire County CoLLncil - Shine Projcct ASDA Fviindalion Foodbank Fiindamenlals ASDA Foundation Grassroots Boslon Foodbank - Foodbank Project Plaifom] Housing AnonymoLIs 6,000 20,000 8,750 6,000 20,000 8,750 1,000 31,666 6,000 20,000 20,000 500 7,607 1,500 1,000 1,666 30,000 2,750 2,794 2,750 2,794 34,350 30,103 2,000 2,000 2,000 2,500 2,500 25,000 1,000 800 5,952 2,SQll 2,500 25,000 1,000 800 5,952 500 600 5,573 500 i 0,000 66,750 45,962 112,712 139.233 TRADING INCOME AIYD EXPENDITURE Thc Lharity operates a shop for sclling donatcd goods to gcncralc additional income. Thc trading results of the year are shown below.. 2025 2024 Sales 48,951 47,880 Expenditure Pr¢mises costs Salaries and related costs Other overheads 1,418 38,418 1,374 1.577 32.825 ,002 41,210 35,404 Net trading income for the year 7,741 12,476 10

CENTREPOINT OUTREACH NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 2025 Tot#1 2024 Total Unrestricted Restricted CHARITABLE ACTIVITIES Salaries Rat¢s and water Light and heal Food and requisites Motor and travelling Rcpairs and rcnewals Arts and crafts Telephone Cleaning Training Sundries 64,051 954 4,659 2,018 2,759 4.511 28,500 92,551 954 4,659 10,497 2,759 5,581 4,346 2,015 503 2,426 36 95,921 872 3,077 2,746 1,762 21,010 6,980 1,790 80 202 35 8,479 1,070 4,346 2,015 503 2,426 36 81,506 44,821 126,327 134,475 OTHER COSTS Salaries Lighi and heat InsiirancL Postage and stationery Tclcphone Int¢rn¢t Costs LiLLncLs, fccs and subsLriplions Independent cxaminer's fcc Computer expenses Bank Lharges Professional fLYs 34,217 932 4,450 540 403 1,65Z 1,948 1,860 34,217 932 4,451) 540 403 24,252 615 4,171 459 358 1,615 1,534 1,560 1,948 1,860 179 1,471 179 1,471 175 4,412 47,652 47,652 39,151 EMPLOYEE COSTS Gross wages and salaries Employer's national insurance Pension costs 158,545 5,044 1,598 146,946 4.443 1,609 165,187 152,998 The average number of employees was l 0 {4 full-time and 6 part-lime} (2024- 10). No reniuneration was paid to any trustee in the year, nor were dny cxpenscs rcimbur5ed. Note thai ihe above figurcs do not reconcile io the salaries in notes 4 and 5 abovc, as Ihc total in note 6 includes shop statt. which is included in trading expenses on the Stalement of Financial Activities. No employee received rcmiincralion cxceeding £60,000. Key managemenl cosls amoiintcd to £33,946. The pension scheme is a dcfined contribution scheme taken up by 5 employees and opcraling through NEST.

CENTREPOINT OUTREACH r40TES TO THE ACCOUIYTS CONTINUED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 TANGIBLE FIXED ASSETS Belmont House Computer Van Equipment Total Cost At l April 2024 Additions Disposals 140,837 27,362 3,676 171,875 At 31 March 2025 140,837 27,362 3,676 171,875 Deprecfiatlon Ai i April 2024 On disposals Chargc for the year 67,591 27,362 1,035 95,988 2,817 735 3,552 Al 31 March 2025 70,408 27,362 1,770 99,540 Iyet book amount Al 31 March 2025 70,429 1,906 72,335 Al 31 March 2024 73,246 2,641 75,887 2025 2024 DEBTORS Gift Aid Siindry dcbiors and prepayments Other debtors 400 2,516 7,130 694 2.202 7,371 10,046 10,267 CREDITORS- Amounts due within on¢ year Deferred income Crcdil Lard Accruals Pension Taxation and so¢ial secwity costs 26,2SO 1,923 3,582 351 2,929 20,000 498 3.690 243 1,867 35,035 26,298 12

CENTREPOINT OUTREACH NOTES TO THE ACCOUNTS CONTINUED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR EIYDED 31 MARCH 2025 io. COMPARATIVES FOR THE STATFMENT OF FINANCIAL ACTIVITIES The Statement of Financial Activities for the year ended 31 March 2024 is included for comparison purposes. Unrestricted Designated Restricted Total Incoming resources Income aiid re.fnUI-cesfpYpni genei'atedfuilds Voluiiiary InLoine Donation5 and Icgacies Gift aid and plcdges InLome lax rccovered Grants received 31,066 3,053 31,066 3,053 58,500 80,733 139,233 92.619 80,733 173J52 A¢fivitie.fforgeneraledfyrtds Fundraising vcntLwes Trading income 1,964 47,8110 1,964 47,880 49,844 49,844 Bank Interest 2,635 2,6J5 Other inCOilli*Yg resources 170 170 Total incoming resources 145,268 80,733 226,001 Resources expended Cu&1 o/gcintti'atingJiincls D¢pr¢¢ialion, etc. Fundraising cxpcnscs Trading cxpen5es 3,552 20 35,404 3,552 20 35,404 38,976 38,970 Cosis ofL'harilable ac'livilies 48,427 86,048 134,475 Oiher Losfs Management and administration 34,836 4,315 39,151 Total expended resources 122,239 90,363 212,602 Net incomingl(oulgoing resources) before transfers Transfers 23,029 1,742 (9,630) (1,742) 13J99 Net movement in funds 24,771 (11,372) 13,399 Recon¢ililltion of Funds Balances brought forward as at l April 2023 189,097 35,000 132,062 356,159 Balance5 carried forward a¢ 31 March 2024 213,868 35,000 120,690 369,558 All income and expenditure derive from continuing activities 13

CENTREPOINT OUTREACH NOTES TO THE ACCOUNTS CONTINUED NOTES TO THE FINANCIAL STATEMEIYTS FOR THE YEAR ENDED 31 MARCH 2025 2025 2024 11. UNRESTRICTED FUIYDS Undcsignated unrestricted SJnds 204,796 213,868 Designated funds- Buildings and Facilities Development Fund 47,062 35,000 The Trustees are using the current situation lo sel aside £47,062 in a designated fund to be known 4$ Ihe Buildings and Facilities Development Fund as Bclmonl House is in nccd of substantial inveslmLnt. 12. RESTRICTED FUND BulAnce al IncomSng Mesources Expendltsro Deprrclitlo Tronsfor frornl Itol general D¢forred BalAnce gt Income 311.112S 114124 Boston Town kna Committee 190 Donation 120.000 The Charity of Sir Richard Whillington National Grid Community Mallers Fund Thc F.asi c.oast Community Fund Thc Bishop of Lincoln's Social Justice Fund BBC - Houschold Support Fund 6 500 LCC - Shine Sustainability Fund ASDA Foundation- Foodbank undaincnlals ASDA Foundation Grassroots Project Boslon Foodbunk - Foodbank Projccl 1,000 {804) 386 120,000 1,490 207 1,666 2,750 2,794 2,500 (176) (2,543) (2,794) (2,435) 65 2,500 (2,843) 25,000 (26,160) 1,000 {494) 157 1,160 506 800 5,952 (620) (5,952) 180 120,690 45,962 44,821 1,160 122,991 Boston ToivTh Area Commlttee Grant lo piirchase dishwasher, food and supplies for cooking l aclivily sessions. A donation was received for Ihc refurbishment and upgrade of the prcmises. Donation The Charity of Slr Richard Whittington National Grid Community Matt¢r5 Fund Funding received for staff wellbeing. Grani for warm packs. games, art & craft items and tumble dryer. The East Coast Communlty Fund For aclivitiC5 and community engagern¢nt. Th¢ Bishop of Llneoln's Social Justlc¢ Fund Grant to purchase il¢ms for the rough sleeper winter support programme. BBC- Household Support Fund 6 To offer support to vulnerablc communitie5. LCC - Shine Sustainability Fund Grant to provide activities which promote mental health and wellbeing. 14

CENTREPOENT OUTREACH NOTES TO THE ACCOUNTS CONTINUED NO'I'ES TO THE FINANCIAL STATEMENTS FOR THE YEAK ETr4DED 31 MARCH 2025 12. RESTIUCTED FUND CONTD... Asda Foundation- Foodbank Fundamentals Grant to purchase food and basic hygiene items ASDA Foundation- Grassroots Fund Granl ts) purchase food and basic essentials Boston Foodbank- FoodbAnk Project Funding received for the provision of housing support to the clients of Boslon Foodbank. 13. ANALYSIS OF NF.T ASSETS BETWEEN FUNDS 2025 Total Unrestrlcted Restrleted Tangible asset5 DcbioTS Cash ai bank Creditors 72,335 3,354 209,917 {33,748} 72,335 10,046 327,503 (35,035) 6,692 117,586 (1,287) 251,858 122,991 374,849 Unrcsirictcd funds noted abov¢ includc unrcstricted general funds, which rcprcscnl Ihc frce ￿ndS of the charity which arc not designated for a particular fund. Unrestricted 'I'ot#l General Unrestrictcd Funds Funds Designated Funds Tangible assets Debtors Cash at bank Creditors 72,335 3,354 162,855 (33,748) 72,335 3,354 209,917 (33,748) 47,062 47,062 204,796 251,858 2025 Total 2024 Total 14. SURPLUS FOR THE YEAR Thi5 15 staled after charging.. Deprecialion of tangiblc fixed assets owned by the charity Independent examiner's fcc 3,552 1,860 3,552 1,560 15

CENTREPOINT OUTREACH NOTES TO THE ACCOUNTS CONTINUED OTES TO THE FINANCIAL STATEMENTS Tr"OR TIIE YEAR ENDED 31 MARCH 2025 15. DEFERRED INCOME Balance al l April 2024 Deterred income in year Released to SOFA during year 20,000 26,250 (20,000) Balance 4t 31 March 2025 26,250 16. DONATED GOODS, FACILITIES AND SERVICES 2025 2024 Volunteers 34 57,108 37 61,272 Thc value of our volunlcers lo Ihc charity has been calculated by taking an Cslimale of thcir annual hours of donatcd timc and multiplying thai by Ihe national living wage. 17. REI.A TF.D PARTY TRANSACTIONS One IrLkStec, Mrs. A. M. Auslin, is also a councillor wilh Lincolnshire County Council and Boslon Borough c.ouncil from which the charity receives fwiding. Onc triislee, Revd D Stcphciison, is also tl)e Chair of Ihc PCC of Ihc Parish of Boston, from which thc charity re¢¢ives nding. 18. LEGAL STATUS OF THE CHARITABLE COMPANY Ccntrepoinl Outreach is a company limited by gLiaranlec and has no share capilal. The liability of each mcmber in Ihe event of winding up is a maximum of £ l O. The truslees are the uliimale controlling party of the charily.