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← The Noah Enterprise (New Opportunities And Horizons)

2025-03-31-accounts

I b. ANNUAL REPORT & ACCOUNTS 2025 Registered charity no- 1059672 Regist8r8d company no- 03248392

CONTENTS

Statement from the Chair of the Board of Trustees 3
Message from the chief Executive Officer 4
Report of the Trustees for the year ended 31 March 2025 5
Structure, governance and management 6
Objectives and activities 10
Annual Review 13
Welfare and Training Services 14
Retail 17
Safeguarding 19
Finance 20
Reference and administrative details 22
Trustees’ responsibilities statement 23
Independent auditors report 24
Statement of financial activities (incorporating income and
expenditure accounts)		 27
Balance Sheet 28
Statement of Cashflows 29
Notes to the financial statements 30 - 45

Page 2 of 45 ~~ee~~

From the Chair of the Board of Trustees

This paper marks the end of my third year as Chair of the Board of Trustees for NOAH. Writing this has afforded me a moment to reflect on both the progress and challenges we have experienced over that time, but particularly during this last year .

Above all, I want to recognise the consistent, and extraordinary dedication of our staff and volunteers. Whether supporting rough sleepers at dawn, delivering training, serving meals, running our shops, or working behind the scenes, your commitment has been vital. Thank you.

I am proud that we supported 1,589 individuals and families this year, offering not just shelter but hope and pathways to a better future. We expanded our Outreach work and launched new training initiatives across Bedfordshire, important steps in tackling the root causes of homelessness. Achievements which would not be possible without our partners and donors. Your support is deeply appreciated.

We continue to face significant challenges in the form of rising demand, reduced statutory funding, the costof-living crisis and a lack of affordable housing. All placing pressure on our services and the people we support. These realities are tough, but they push us to be more resilient and force us to be innovative and to take a more considered approach given the resources and funding we have available.

Looking ahead, we remain focused on strengthening and growing our services, including finding a new home for our Welfare Centre, a long-overdue move that will better serve our community.

Finally, I want to thank Oliver Bloor and Peter Christmas as they step down from the Board. Their leadership during the pandemic was invaluable, and we are grateful for their service.

Thank you to everyone who has stood with us this year. Together, we continue to make a real difference.

Lloyd Conaway

Chair of the Board

Page 3 of 45 ~~ee~~

From the Chief Executive Officer

As Lloyd has reflected, this year has brought both progress and challenges for NOAH, many of which continue to shape our future. Our resolve remains strong, driven by the passion and commitment of NOAH people.

NOAH people; staff, volunteers, trustees, partners and supporters, embody courage and compassion. They care deeply, take bold risks, dream ambitiously, and expect more – from themselves and for those we serve. These qualities drive all that we do.

During this year we have invested in recruiting a new senior management team, tasked with reviewing our key services and income generation streams to help us adapt and survive in the rapidly changing charity landscape. We know we need to be agile, innovative, and responsive to the voices of those we work with and support. You will read more about the observations of the new team later in this report.

We also know that ending homelessness requires collaboration, understanding and effective partnerships across political parties, government bodies, councils, businesses, and communities. In the year ahead, we will deepen our current partnerships and make new ones across Luton and Bedfordshire, listening to our service users and acting together to deliver the services that are needed most.

Behind the 1,589 individuals and families we supported in during the year, are stories of hope and transformation, some of which you’ll read in this report, starting with Allan's story below. Without exception, the outcomes achieved were made possible by our people, partners, and supporters. Thank you.

I hope this report offers insight into NOAH’s work and the lives we’re privileged to walk alongside.

Jo Anderson

Chief Executive Officer (CEO) Interim

Page 4 of 45 ~~a~~

Report of the Trustees for the Year Ended 31 March 2025

The Trustees are pleased to present their annual Trustees’ report together with the financial statements of the charity for the year ending 31[st] March 2025 which are also prepared to meet the requirements for a directors’ report and accounts for Companies Act purposes.

The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association, and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to Charities preparing their Accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102).

Page 5 of 45 ~~ee~~

Structure governance, and management NOAH. I-

Structure, Governance & Management

Organisational Structure and Decision Making

The Board of Trustees is responsible for the strategic management of the organisation and may co-opt new Members between General Meetings at which time their appointment is ratified.

The Trustee Board holds business meetings four times per annum, in line with the financial accounting quarters. There are four Board Sub-Committees, Finance, Governance (including Safeguarding), Income Generation and Services, which meet prior to each Board meeting to focus on key decisions and scrutinise how we work in those areas.

The Chair of Trustees meets with the CEO frequently to discuss longer-range agenda items as well as strategic implementation and short-term issues or constraints.

Our Board Terms of Reference states that members are expected to attend two-thirds of meetings. For the year 2024 to 2025, the aggregated attendance rate for all trustees across all meetings was 69%.

The Board collectively undertakes an annual review of their overall effectiveness in fulfilling their responsibilities, as set out in the Board Terms of Reference. In addition, the Chair and Vice-Chair lead an annual review of individual trustees’ contribution, based on the Trustee Role Description.

Board of Trustees

The Board of Trustees who served during the year and up to the date of signing these financial statements were as follows:

Name/Role

Date of Appointment

Chair of Trustees

Lloyd Conaway 20[th] October 2022 Vice Chair & Treasurer Luke Bailey 26[th] January 2023 Trustees Date of Appointment Patsy Mills 23rd September 2021 Steve Gill 27th April 2023 Darren Parkhouse 19[th] December 2023 Chimeme Egbutah 8th April 2024 Claire Morris 18[th] April 2024 Helen McNeil 30[th] January 2025 Resignations in Year Date of Appointment Leave Date Oliver Bloor 25th July 2019 31[st] December 2024 Peter Christmas 24th June 2021 31[st] March 2025 Company Secretary Tara Aldwin 27[th] July 2023

Page 7 of 45 ~~ee~~

Structure, Governance & Management (Contd.)

Constitution

As the charitable company (“charity”) is limited by guarantee, no shares are held in the charity. The governing document of the charity is the Memorandum and Articles of Association. The charity was incorporated on 11 September 1996. Charity registration was given on 12 December 1996, charity number 1059672.

Members’ Liability

Each member of the charitable company undertakes to contribute to the assets of the charitable company in the event of it being wound up while they are a member, or within one year after they cease to be a member, such amount as may be required, not exceeding £1, for the debts and liabilities contracted before they ceased to be a member.

Trustees’ Indemnities

Trustees benefit from indemnity insurance to cover the liability of the Trustees which by virtue of any rule of law would otherwise attach to them in respect of any negligence, default or breach of charitable company or breach of duty of which they may be guilty in relation to the charitable company.

Method of Appointment or Election of Trustees

The management of the company is the responsibility of the Trustees who are elected and co-opted under the terms of the Trust Deed. Trustees are recruited via an open, inclusive recruitment process, and receive a structured induction, which is reviewed and updated regularly.

Trustees are appointed for a minimum term of three years, up to a maximum of nine years.

Pay Policy for Senior Staff

Salaries for members of the senior management team are set and agreed by the Board. The salaries are benchmarked against local authority National Joint Council for Local Government Services (NJC) salary scales and/or relevant national salary scales for comparable Charities, adjusted to the affordability of the charity.

Risk Management

The Board of Trustees has examined the major strategic, business and operational risks which the charity faces and confirms that systems are in place to minimise these risks. The Board of Trustees examines long-term trends at least annually, reviews organisational risks and opportunities quarterly. The Board of Trustees has established adequate reserves to ensure that the work of the Charity can continue, and to avoid disruption of the service to beneficiaries which could happen because of the volatile and uncertain nature of charity income.

Governance Review

The Board of Trustees commissioned an external evaluation of governance in 2022, as recommended within the Charity Governance Code. Conducted by Bayes Business School, the review found that NOAH’s governance is sound. In addition, a Governance Sub-Committee is now in place which will meet quarterly to review, track and monitor any changes needed.

Page 8 of 45 ~~ee~~

Structure, Governance & Management (Contd.)

Maintaining an Inclusive Organisation

The Board insists on an inclusive organisation, one which accurately reflects the Communities we serve and encourages all people to be themselves.

When we look to bring new people into the organisation, regardless of the role, i.e. trustee, staff or volunteer, our recruitment activity focuses on looking for applicants from all genders, ethnic minorities and recruits regardless of disabilities, putting reasonable adjustments in place where needed.

We encourage applications from people who have lived experience of homelessness and/or poverty, or any other issue that helps to give a deeper understanding of the challenges the people we work with face, and how we can best meet their needs.

Social Value

It is estimated that a 90-day rough sleeping episode alone costs as much as £11,000 per person. We have supported 378 people into accommodation, saving the public and local councils an estimated £4,158,000 annually.

Our Hospital Discharge team work hard to put support in place to reduce the likelihood of readmissions to hospitals, saving the NHS approximately £218,000 per annum. Add the reduction of calls to 999, A&E visits and increased hospital bed capacity due to the availability of nurses and other support services at our Welfare Centre, we are having an impact.

We offer training to help individuals into work, reducing the pressure on benefits and improving the mental health and wellbeing of those we support.

Our NOAH shops offer the community an opportunity to donate clothes and goods for us to recycle and resell. Two of our shops are in areas of high deprivation offering affordable alternatives to those on low incomes or reliant upon benefits.

Everything we do has a focus on how we can contribute towards social value.

The Services We Provide

NOAH’s services are designed to complement and add value to local and central government strategies, and to work in partnership with other organisations.

Our Trustees have complied with the duty in Part 1, Chapter 1, Section 4 of the Charities Act 2011 to have due regard to public benefit guidance published by the Charity Commission. They believe that NOAH’s work demonstrably prevents and relieves poverty, and advances education, health, community development, human rights, and environmental protection.

Page 9 of 45 ~~ee~~

Ob"ectives atwesa we are going to NOAH.

Our Objectives – What we say we are going to do

NOAH exists to support those in most acute need. Individuals who have often experienced multiple and sustained traumas, and who continue to live with complex post-traumatic stress. Many we support have been let down repeatedly: by systems, professionals, loved ones, and sometimes themselves. As a result, trust is often fragile or absent.

Our organisational values, care, compassion, and commitment, are not just words, they are the foundation of our approach and the reason we are able to build trust with people who rarely trust. These values guide every interaction, every decision, and every service we provide.

Our policies are designed to make sure client-facing staff and volunteers make decisions that are:

We aim to strike a transformative balance: one that recognises the dignity and autonomy of each individual, while also providing the structure and support needed for meaningful change.

Our strategic objectives include:

The above objectives are reviewed annually and shaped by ongoing feedback from those we support and who support us, NOAH people, and our partners. They reflect our commitment to continuous improvement and to being a charity that listens, learns, and leads.

How we are going achieve our objectives

We are proud of our past achievements, aware of the scale and pace of societal and Government policy change, and the need for charities to adapt and change to stay effective and relevant. We can no longer rest on our achievements of the past, we are eager and ready for change, and this is reflected on how we intend to achieve, for example;

The above are underpinned by policies that promote fairness, consistency, and best practice in all decision-making.

Page 11 of 45 ~~ee~~

Our Objectives – What we say we are going to do (Contd.)

Outcome Strategies

NOAH’s work is rooted in a holistic approach to tackling homelessness and poverty. That means our range of services are designed to create meaningful, lasting change across five key outcome areas:

1. Improved Resilience, Choice, and Control

We empower individuals to regain control over their lives through:

2. Improved Housing Stability

We provide direct housing support and advocacy, including:

3. Improved Wellbeing

We address physical, mental, and emotional wellbeing through:

4. Increased Economic Participation

We help people move towards employment and financial independence via:

5. Greater Awareness and Advocacy

We amplify the voices of those we support by:

Page 12 of 45 ~~ee~~

Annual Review NOAH.

Annual Review – Welfare Services

Welfare Services Achievements and Performance

The combination of services we offer at our Welfare Centre is unique in Luton. Our primary concern is to provide a safe space where our service users can access support e.g. to find accommodation, receive medical help, have something to eat, an opportunity to wash and change their clothes, and a place to sit with others to combat social isolation.

Further detail on the types of services/actions available can be seen at Table 1 below, together with a case study which illustrates how those services support people in need. Highlights include;

Table 1: Key Statistics Year Ending 31st March 2025. A full breakdown of activities/services available at the Welfare Centre, broken down per client and total actions.

Total
Total individual number of
Type of Action clients actions
Art Group 1 3
Breakfast 135 607
DayCentre Attendance 1,345 19,058
Dentist appointments 91 126
Doctor appointments 2 2
Drug /Alcohol Clinic
SWEP(Night Shelter)		 101
151		 300
1,046
English Lessons 66 510
Event(TB/Vaccinations) 45 47
Free clothing 429 2,014
Group 2 2
Job Club
Laundry		 35
121		 47
478
Legal Advice Clinic 1 1
Lunch 765 12,805
Night shelter - Cabins 19 19
Nurse Appointments 17 20
Optician Appointments 36 37
PantryAttendance 27 120
SewingGroup
Shower		 16
240		 87
1,414
Social enterprise attendance 22 22
SoupKitchen 163 1,120
Volunteered at DC 81 682
Wood Club 8 45
1,377 40,612
1,377 40,612

Accessing NOAH Services - Leroy's Story

Leroy came to NOAH in July 2024 after losing his job and his home due to alcohol misuse. He accessed services at our Welfare Centre, receiving, amongst other things, a hot meal, clean clothes and the offer of support. At first he was hard to reach, his drinking escalated making engagement difficult, resulting in several difficult situations.

As the weather turned colder, Leroy accessed SWEP, which brought him into regular contact with the NOAH Outreach team, who worked closely with Leroy to build trust. In December 2024, he accepted a referral for support which was the turning point, showing he wanted to change.

In January 2025, a place became available at a Short Term Alcohol Reduction Service (STARS) giving him stability and the space to focus on recovery. Later in January 2025, Leroy moved into more secure accommodation.

Since then, Leroy has reduced his drinking, there have been no further incidents, and he has expressed deep gratitude for finally sleeping in a warm, safe bed. He describes the accommodation as exactly what he needed and is now working towards reconnecting with his family and children.

What began as a period of crisis has become a sustained move to stability, safety, and hope.

Page 14 of 45 ~~ee~~

Annual Review – Welfare Services (Contd.)

Operational Review

Our new Director of Welfare Services was appointed October 2024. A key part of this appointment was to complete a full review of the services offered/delivered in our Welfare Centre to make sure we stay relevant and listen to our service users. Key observations from the review are below and have been incorporated into our objectives going forward;

Homelessness in Our Region

According to the charity Shelter, the number of homeless people in the East of England has increased by 20% in the last 12 months, with approximately 24,000 people homeless in the region, 11,500 of whom were children. Luton, Bedford and Basildon in Essex topped the areas in East of England for homeless numbers, measured by council district. (See Table 2 below)

In Luton, the rate of homelessness was found to be one in every 57 people, compared to East Cambridgeshire, which had the lowest recorded figures in the region, of one in every 2,741.

Table 2: Source – December 2024 Homelessness in England 2024 Shelter

Rough Sleeping Numbers by Local Authority

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Page 15 of 45

Annual Review – Welfare Services (Contd.)

Key Challenges

Our research shows the lack of affordable private sector housing and the increase in the cost of living, in addition to trauma, relationship breakdown, addiction and mental health issues, are the main drivers behind the increased numbers in homelessness and rough sleeping in our Region.

We are particularly concerned about the struggles faced by new refugees, who often struggle to secure housing due to short notice periods, paperwork requirements, and limited options.

Due to the changing political landscape this has led to increased uncertainty over statutory funding going forward.

Our Response

To address these issues, we have restructured how we operate at our Welfare Centre, streamlining lines of reporting, empowering our teams to work quicker and more efficiently, helping more services users quicker.

In addition, we have increased partnership working with likeminded individuals and organisations, to reduce our reliance on statutory funding. We have also invested in a new marketing function to help generate new income generation opportunities.

Future Plans

In the next year, we are looking for the services we offer at our Welfare Centre to become more accessible to women. Our aspiration is to offer a women only safe space, where they can access vital services more easily. In addition, our goal is to relocate our Welfare Centre, providing a better environment for all and increase the services we offer.

Page 16 of 45 ~~ee~~

Annual Review - Retail

Retail

Achievements and Performance

Our Retail shops support our strategic growth and development plans, providing us with a regular weekly income, increasing awareness of homelessness via the high street and illustrating the social value NOAH delivers.

Retail offers an opportunity for us to support communities, particularly in our Luton shops in High Town and Lewsey Farm, both areas of high deprivation. With the cost of living rising, reselling donated items e.g. children's clothing and shoes, at affordable prices helps individuals and families experiencing poverty or in financial difficulty. Allowing them to allocate more funds to food and utility bills, helping to prevent the downward spiral leading towards homelessness.

The shops also provide volunteering opportunities, helping to increase confidence and improve mental health and wellbeing of those with lived experience, helping them to get job ready.

In addition, the shops are an alternative channel for receiving donations in the form of clothes, household goods and other items. A great opportunity for community recycling and help NOAH via money in the till at the same time.

Every shop manager and volunteer is committed to providing excellent customer service, building a local NOAH community, making our shops more than just a sales outlet but a hub for community engagement.

Operational Review

Our new Director of Income Generation was appointed in October 2024. A key part of this appointment was to complete a full review of the existing Retail operation. Key observations from the review are below;

  • Our two established shops in Lewsey Farm and High Town have continued to perform well. Althougha year-onyear increase has been a challenge, the 2 shops remain profitable. (See Table 3 below)

  • Hitchin has been underperforming; an operational review is underway and will result in a recovery plan. A refurbishment is needed to comply with Health & Safety concerns.

  • Knebworth has not been performing well since the opening date and is under operational review. A decision will be made on the future of the shop at the end of Q1 2025.

  • Our current warehouse set up isn’t practical. The location is poor, making donations and recruiting volunteers problematic. A new solution is required.

  • New shops continue to be a focus. This will form part of the retail strategy for 2025/26 with 4 new shops planned. This will be reviewed with a close eye to our own performance and the sector.

  • A new till system has been purchased to provide better reporting and functionality. This was live in all shops for the start of 2025/26.

  • The first shop to open in 2025/26 will be Letchworth which is due to open April/May 2025.

Table 3: Takings, Retail Shops by Location, Year on Year

Location
~~see~~		 2024/25
~~see~~		 2023/24
~~see~~
Lewsey Farm £84,885 £101,554
High Town £93,974 £101,418
Hitchin £76,228 £27,247
Knebworth £14,590 N/A

Page 17 of 45 ~~ee~~

Annual Review - Retail (Contd.)

Key Statistics

Year on year takings

To the year ending 31st March 2025 we;

  • Sold 80,989 items, examples of which can be seen in the photos below of one of our shop floors.

  • Supported 16 volunteers, helping them to gain new skills, build their confidence and support their communities.

  • Gave people access to low-cost entertainment, we sold 1,540 CD’s DVD’s and vinyl records.

  • Provided children with 9,599 items of affordable clothing and accessories and 5,232 toys and books.

  • Enabled adults to purchase 32,331 items of ladies’ and 8,454 items of men’s clothing.

Future Plans

Our main aim following on from the full Retail review is to build a 3-year plan. The key elements being implementation of all the cost saving exercises and continued growth of our Retail offering. This must be done in a measured way, anticipating and reacting to the retail trading market in both Charity and Commercial sectors.

Key new retail income streams for both Gift Aid and Round-up are in place to build upon ensuring these income streams are embedded throughout the financial year.

Exploring all avenues of eCommerce through 25/26 will open up new opportunities for Income Generation. These will form part of the budget build for 26/27.

Greatly improving the number of key stock partners to aid Retail sales and growth.

The recruitment of volunteers is a key issue that needs addressing in 25/26.

Page 18 of 45

Annual Review - Safeguarding

Safeguarding

Achievements and Performance

At NOAH, we are committed to safeguarding our service users and promoting a safe culture. Over the past year, we've made significant strides in improving our practices to better protect vulnerable individuals. Specifically, we have:

  • Enhanced staff training to empower our people to raise and escalate concerns with partner organizations, ensuring timely interventions when needed.

  • Implemented new measures to quality check and advise staff on new safeguarding referrals.

  • Regularly attended the Luton Safeguarding Adult Board's VCSE Co-Production Subgroup, championing sector representation and collaborative best practices.

These efforts have resulted in 226 safeguarding concerns reported to or identified by us and addressed through our Inform system, covering 88 individual cases.

Our commitment to continuous improvement makes sure we strive to provide a safer and more supportive environment for those we serve. This has seen a 156% increase, as above, in Safeguarding incidents reported across NOAH compared to the previous financial year. This is due to improved training and awareness.

Page 19 of 45 ~~ee~~

Annual Review - Finance

Finance

Achievements and Performance

The financial year 2024-2025 closed with a deficit of £240,227, a large increase from the previous year's deficit of £211,292. This year includes £131,958 of grants received and not yet spent, whereas the comparable figure for last year was £128,412. The main contributors to the deficit were considerably lower than expected performance in our retail shops, lower training income than anticipated without a corresponding reduction in cost and higher support costs.

On a positive note, our welfare activities generated higher income from grants and trusts than in the prior year. Statutory funds were lower than the comparative period, but this was largely in line with expectations.

During 2024-25 our retail operation continued to expand with a new shop opened in Knebworth and another shop in the final stages of negotiation in Letchworth.

Fundraising activities generated slightly less income than expectations and the previous year from events in 202425 but we did experience a sizeable increase in the level of income from donations.

However, the increased investments in delivering welfare projects and academy services at a larger scale led to higher personnel-related expenditure in 2023-2024 compared to the previous year. Additionally, there were significant increases in premises expenditure due to new shop openings.

Shortly before the end of the financial year we sold the freehold to our Welfare Centre, providing a much-needed cash injection. We have remained in the property with a lease from the new owner whilst we look for alternative premises.

In summary:

~~es~~ 2025
~~es~~
~~ee~~		 2024
~~es~~
~~ee~~
£
~~ee~~		 £
~~ee~~
Income 1,937,535 2,192,920
Expenditure 2,177,762 2,404,212
Net (deficit)/income for the year (240,227) (211,292)
Total Funds 705,389 945,616

NOAH Enterprise sets annual budgets, which are regularly reviewed and analysed monthly against actual results and previous year's actuals. This ongoing monitoring process enables us to track progress and identify areas for improvement. The financial reports are presented to the Board of Trustees at each of their four regular meetings per annum. Before presenting to the Board, our Finance Committee thoroughly scrutinizes the reports to ensure accuracy and transparency.

NOAH Enterprise relies on a diverse range of funding sources, including statutory funding from central and local governments, charitable trusts, grants from the Department of Foreign Affairs and Trade of the Irish Government, donations from individual businesses, churches, and community groups, as well as revenue generated from our social enterprise activities. These activities not only contribute to our financial sustainability but also provide tangible benefits to our target beneficiary group.

A breakdown of NOAH's expenditure is provided in note 8 to the accounts, detailing the amounts spent under each of our main charitable activities.

Page 20 of 45 ~~ee~~

Annual Review - Finance (Contd.)

Reserves Policy

In line with its governing policy, the Board of Trustees maintains reserves in the form of net working capital, i.e. current assets less current liabilities, to cover three months of payroll costs and ensure temporary continuity of essential services. As of March 31, 2025, this reserve amounts to £573,431. At the end of the year, our net working capital stood at £684,869, compared to £580,235 in 2024. Meanwhile, our restricted fund balance was £131,958 (compared to £128,412 in 2024). The reserves are established to enable NOAH to pursue its charitable objectives by ensuring the continuous operation of its programs and making provision for unforeseen or uninsurable organisational obligations.

Additionally, NOAH aims to respond promptly to a dynamic funding environment and the evolving needs of its clients through innovative and development work. This flexibility is crucial in fulfilling our charitable aims.

Principal Risks and Uncertainties

While there are no immediate threats to NOAH's ongoing operations, the organization is proactively addressing several key challenges. One pressing issue is the need to replace our existing Luton Welfare Centre premises. Having sold the premises shortly before the end of the year, which we are now leasing back from the new owner, we are exploring various options, purchasing or renting alternative premises, and evaluating different locations for different days. We are also assessing our precise needs to ensure the best solution.

Another significant challenge is reducing our reliance on Government and Local Authority contracts for funding our charitable activities. To achieve this, we are investing in our marketing and fundraising team to increase our engagement with the local community, including individuals, businesses, educational institutions, and religious groups.

Going Concern

Following a thorough review, the trustees have concluded that the company has sufficient resources to continue operating without significant concern for the foreseeable future. As a result, they have maintained their assumption that the company will continue to operate in the ordinary course of business, adopting the going concern principle in preparing the financial statements.

Page 21 of 45 ~~ee~~

Reference & Administrative Details for the Year Ended 31 March 2025

Chair of Trustees

Lloyd Conaway

Vice Chair & Treasurer

Luke Bailey

Trustees

Patsy Mills Steve Gill Darren Parkhouse Chimeme Egbutah (Appointed 8 April 2024) Claire Morris (Appointed 18 April 2024) Helen McNeil (Appointed 30 January 2025) Peter Christmas (Resigned 31 March 2025) Oliver Bloor (Resigned 31 October 2024)

Company Secretary

Tara Aldwin

CEO, Interim

Jo Anderson

Key Management Personnel

Role

Dave Buttress Deputy CEO Rob Goodliffe Director of Welfare Services Anne Marie Bennett Finance Director Jacob Duffy Senior Marketing Manager Carole Duffy Head of NOAH Training Kylie Rawlins Outreach Manager Grace Galbraith Welfare Services Manager

Principal and registered office

141 Park Street, Luton, Bedfordshire, LUI 3HG

Independent Auditors

Price Bailey, 24 Old Bond Street, London, W1S 4AP

Bankers

The Co-operative Bank, 80 Cornhill, London, EC3V 3NJ

Registered charity no: 1059672 Registered company no: 03248392

1 Page 22 of 45 ~~ee~~

TRUSTEES’ RESPONSIBILITIES STATEMENT

FOR THE YEAR ENDED 31 MARCH 2025

LU A Wy

ec 16, 2025, 6:35pm)

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INDEPENDENT AUDITORS REPORT FOR THE YEAR ENDED 31 MARCH 2025

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17 December 2025

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STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 MARCH 2025

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BALANCE SHEET 31 MARCH 2025 REGISTERED NUMBER 03248392

Ae ~) Ceres)

Lloyd Conaway (Dec 16, 2025, 6:35pm)

16 Dec 2025

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STATEMENT OF CASH FLOWS 31 MARCH 2025

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NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2025

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NOTES TO THE FINANCIAL STATEMENTS - Continued YEAR END 31 MARCH 2025

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NOTES TO THE FINANCIAL STATEMENTS - Continued YEAR END 31 MARCH 2025

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NOTES TO THE FINANCIAL STATEMENTS - Continued YEAR END 31 MARCH 2025

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NOTES TO THE FINANCIAL STATEMENTS - Continued

YEAR END 31 MARCH 2025

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NOTES TO THE FINANCIAL STATEMENTS - Continued YEAR END 31 MARCH 2025

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NOTES TO THE FINANCIAL STATEMENTS - Continued YEAR END 31 MARCH 2025

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NOTES TO THE FINANCIAL STATEMENTS - Continued YEAR END 31 MARCH 2025

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NOTES TO THE FINANCIAL STATEMENTS - Continued YEAR END 31 MARCH 2025

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NOTES TO THE FINANCIAL STATEMENTS - Continued YEAR END 31 MARCH 2025

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NOTES TO THE FINANCIAL STATEMENTS - Continued YEAR END 31 MARCH 2025

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NOTES TO THE FINANCIAL STATEMENTS - Continued YEAR END 31 MARCH 2025

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NOTES TO THE FINANCIAL STATEMENTS - Continued YEAR END 31 MARCH 2025

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NOTES TO THE FINANCIAL STATEMENTS - Continued YEAR END 31 MARCH 2025

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NOTES TO THE FINANCIAL STATEMENTS - Continued YEAR END 31 MARCH 2025

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