2025-03-31-accounts

Registered number: 03491237 Charity number: 1067888 Thff Qu¢en'sAwèidfDr VoluhtaryS¢i*lc• pcp Health, wellbeln9 and learnln9 for all Pioneering Care Partnershlp Report of the Trustees and Flnanclal Slatements For the year ended 31 March 2025

Pioneerlng Care Partnership Contents Page Report of the Truste8S Report of the Independent Auditors Staloment of Financlal Activlties 25 Balance Sheel 26 Cash Flow Stalemenl 27 Notes to the Financial Statements 28-42

Pioneering Care Partnership Report of the Trustees For the year ended 31 March 2025 The Trustees submit their report and the audiled accounts for the year ended 3131 March 2025. They confirm thal the r8POrt and accounts conform with Current statutory requirements and Ihe charity's memorandum and articles, and also the requirgmgnts of the Statement of Recommended Practice - Accounting and Reporting by Chari119S. Reference and administrative details Company Number 3491237 Charity Number 1067888 Reglslered Offlce Pion88ring Car8 Centre, Carer's Way, Newton Aycliffe, County Durham DL5 4SF Patron Carol Brlggs Board of Trusteès Heather Brewster Marilyn Mohan Dame Dela Smith DL Dr Mark Sacco Neil Hurst Melaine Fordham Kevin Burton lan Cameron Anna Lynch (Chairl (Treasurer) (appoinled14th October 2024) (appoinled 14th October 2024) {appoinled 14th October 2024) (appointed 9th December 2024} Company Secretary Carol Gaskarth Princlpal Slaff Carol Gaskarth (Chief Execulive) Liz Fisher (Deputy Chief Ex8culive) Melanie Bear (External Partnerships Manager) Vicky Browning (Operations Manager) Jo Davies (Finance Manager) Helen Dent (Project Developnip.nl Manager, appointed 28th October 2024 Gayle Goldsmith IProjeGI Development Manager) Bobby Hewitson (Project Development Manager) Sandra Roberts (Governance and Development Manager> Lindsey Wood (Wellbeing for Life Manager), appointed 29th April 2024 Auditors S&W Audit Partners Limited, 17 Queens Lane, Newcastle Upon Tyne, NE11 RN Bankers Nalwest, 29 Newgate Street, Bishop Auckland, Co Durham, DL14 7ET

Pioneering Care Partnership Report of the Trustees (Contlnued) For the year ended 31 March 2025 The Truslees submit their report and the audited accounts For Ihe year ended 31 March 2Q25. They confirm Ihat the report and accounts comply with current statutory requirements and the Gharity's memorandum and articles, and also the requirements of the Statemenl of Recomm8nded Practice - Accounting and Reporting by Charities. Structure, Governance and Managemant Gov•rning Document The Pioneering Care Partnership (PCP) is a company limited by guaranlee eslablished on 7th January 1998 and a registered charity (registered 2nd Feb 1998). The Company was 8slablished under a Memorandum of Association. which establishes the objects and powors of the charitable company and is govérned under ils Articles of Association. The governan¢e structure was reviewed over the period 2019-2023 and new Arlicles of Association were adopted in October 2023. In the event of the cornpany being wound up members are required to contribute an amount of £1 on the winding up of the organisalion. Governance Revlew PCP was founded 26 yaars ago, and, over lime, the organisation has developed and changed. Recognising gov•rnance arrangements must bo sultable for the specific Charity, PCP ensures proactive reviews lake place regularly. As a growing charity, in 2019-20 PCP undertook a series of consullations and conversation with those involved in leadership, oversight and governance, fully considering the charitable aims and public benefit PCP strives lo address. This led to a full refresh, consultation with Voting Members and ultimately a special resolulion lo adopt the new governing document. As a result, the revised governlng document reflects the current organisation and the charity's objects now read.. 2.1. The Charity's objects are restricted specifically, in each cas8 only for the public benefit and mainly but nol exclusively in North East England,. 2.1.1 the relief of need, hardship, poverty or distress including but wilhoul limitation the preservatlon, protection and advancement of good health and improvements of Ihe qualities of life of people in need of assistance or support by reason of caring responsibilities, poverty, disability, age, ill health or substance addiction., 2,1.2. the advancement of education of persons in need, hardship, poverty or distr8ss,' and 2.1.3. developing the capacity and skills of service users and the community in such a way that they are better able to identify, and help meet, their needs and to improv8 their health and wellbeing to participalc more fully in society. Details on the Charity Commlssion register and with Company's House wa5 updated in quarter 3 of 2023-24. PCP continues to use the Good Govern8nce Code tc* assess progress and organlsalional development. We Recognising good govornance is fundamental to a charity's success, enabling and supporting compliance with the law and relevant regulations but also promoting a culture in which avarylhing works towards fulfilling th8 charity's vision. The Good Governanco Code has been Ljsèd as the basis of reporting for several years, In November 2023. trustees and senior leaders conducted a comprehensive review of the organisations approach and progress against the self-assossment toolkit. Ovorall, this demonslraled good progress and generated ideas for continuous improvoment. As a result, an organisalion-wide action plan was developed and has been reviewed as part of the board activities in 2024-25, Recruitment and Appointment of Trustees The charity Trustees are also Company Direclors for the purposes of company law. As a charity, under the requiremenls of the Articles of Association, one-third, or, if their number is not divisible by Ihrea, the number nearest lo one-third must rgtire by rotation. These shall ba those who have been longest in office since their last appointment or reappointmenl. In 2024-25 Heather Brewster, Dame Dela Smilh and Dr Mark Sacco stood down and were re-elected. The updated Articles changed the maximum tenure of service for DIrectors￿rustee5. From 2023 no Director shall serve for more Ihan six consecutive years, unless the Directors resolve il would be in the bèst interests of the Charily for that Director to continue to serve beyond that period. In which case the DireGlor can be reappointed, in accordance with the Articles, for a maximum single period of three years, and thereafter for single periods of one year. This fits with the organisations desire to ensure good governance and maintain an appropriate mix of up-to- dale and relevant experience on the board. No Iruslea will reach the 6-year point unlil 2029.

Pioneering Care Partnership Report of the Trustees (Continued) For the year ended 31 March 2025 PCP benefits from highly skilled trustees who bring a wealth of experience in different sectors and disciplines including finance, health and safety, governance, leadership, commissioning and education. Trustee skills are reviewed annually. No spocific gaps have been identified however the charity aims to grow the number of trustaos lo ensure succession planning and aid diversity of thinking in decision-making. Annually, PCP reviews Trustee skills and aspiralions through a review with the Chair and Chief Executive and an anonymous survey. The last survey was undertaken in November 2024 reviewing trustea input and influence over a number of key areas. Development opportunities or areas of focus identified through the survey included.. 1. External environment - to ensuro ongoing awareness of political and other policy changes affecting charities. 2. Trustee gov8rnanc8 requirements- ensuring tha emphasis was on governance related matters 3. Sub Commiltee structure- opporlunily to review and refresh 4. Reporting - the charity is good at reporting impact: but how can this be used more effectively. 5. Remaining agile and competitive recognising the changing landscape of funding and the need lo have slid and effective partnerships in place. Trustee Induclion and Tralnlng Trustee recruilment took plaGe over Summer 2024. PCP currently has 9 active truslees, 4 of whom were newly appointed in 2024-25. Inductions for the n8w Iruste8S took plac8 in March 2025. Trustee inductlon processes are well-eslablished, Covering governance, leadership, charity guidanc8, PCP policies and procedures and expgctations from the perspective of tha organisalion and the individual. This helps lo orientate new truslees into the charity. Mantoring and peer support from experienced Iruslees is offered to newcomers. Often this is matched based on areas for development or where skills Gould be enhanced. The Chair and Chief Executive directly support Iruslee induction enabling new members to settle inlo the role well. New trustees commented.. "The induction session provided me with specific details and information about the Gharity that helped me understand its place in the community, The Articles were particularly helpful and gave me further clarity about the charily and why it was e81ablished. The Chief Executivè and Chair answered questions from trustees and the responsibilities iegarding strategic diroction and financial robustness were outlined. The responsibilities of the Senior Leadership Team were also detailed. I found the session very interesting and informativa, and il was dellvered in a professlonal manner." 'It was helpful lo run through the key points of governance, and lo signpost what's where in the documents. The Trustee's Information Pack, a one-slop file of documents also very useful for reference. Face to face chal offered opportunities for healthy question and challenge. "The Trustee Induction was informative and greatly assisted me in understanding the expectations of the role. and the workings of PCP." PCP can appoint a maximum of 12 Iruslees, however there ar8 no furlh8r plans for activ8 recruitment in 2025-26 10 allow time lo ernbed and develop as a strong governance team. Training and continuous professional development opportunities are offered lo Iruslees. During 2024-25 these have been internally provided inclLJding governance awareness, financial awareness and ICT, Annually trustees receive presentations from projects and services lake place at the Business Development and Best Practice Sub Committee.. all of which aids learning. Working with local infrastructure organisations, trustees are also offered Ihe opporlunily lo participate in Safeguarding training.

Pioneering Care Partnership Report of the Trustees (Continued) For the yèar ended 31 March 2025 PCP ensures Iruslees have support with further learning and guidance from exlernal consultants where this is appropriate. In addition lo contracting independant HR and Health & Safety specialists PCP seeks legal advice for tenancy and legal matters, and engages other specialists as necessary. PCP'S Patron Carol Briggs, along with a small group of local people, had an ambilion of bringing health and social care services logether to make them more accessible, and this is how the Pioneering Care Cenlre {PCCI and the charity, Pioneering Care Partnership was born. Appoinled to the role of Patron in 2023 Carol enjoys this ambassadorial role which will Continue to evolve. During 2024-25 Carol altended a number of events and aclivilies including the formal opening of Ihe PCC renovations alongside His Majesty's Lord Lieutenanl and tho local Member of Parliament.

Pioneering Care Partner3hip Report of Ihe Trustees (Continued) For the year ended 31 March 2025 The Structure of the Organisation Elected by voting mernbers. the Board can have a maximum of 12 members, Ihey have responsibility for slralegic direction and policy ensuring PCP meets its lagal r8quirem8nts. The Board of Trustees meet quarterly. and their work is supported by a robust sub-committee slruclure. Trustee atlendancg and commitment is excellent, they ara dedicatad to supporting the charity to grow and develop and provide effaclive constructive challenge, scrutiny and support. To do this they queslion, read and reflect. The Chief Execuliv8 reports include links lo key documents and reference materials to help with overall knowledge and skills development which in turn assist lo ensure PCP maintains good governance. During 2024-25 five board meetings were hold, 4 ordinary board meeting and sp&clfic budget board meeting. Wrilten board reports provided details of Iruslee dulles and obligalions, ensuring full compliance. The board report structure continues to be based on Ihg Charily Good Governance Code, this assists PCP trustees not only to embed the principles of sound governance but also to maintain a clear focus on th8 organisation's mission and objects. This approach continues to work well for PCP. To support good governance PCP'S Board of Trustees regularly review and update the organisation's Scheme of Delegation and Register of Interests; Ihese documents were reviewed twice during 2024-25. Environmental Policy Statement Equality, Diversity & Inclusion Pollcy Statement Financial Controls Policy Fundraising, Raffles and Lotterie8 Procedure Informalion Governance Policy Whistleblowing Policy and Procedure Quality Policy Environmental Impacl Report Investment strategles and Portfolios The Health and Safely Policy Statement, Equality Diversity and Inclusion Policy Stalemenl and Ihe Environmental Policy Slalement are circulated to all staff and displayed in prominent place5 across PCP offices, demonslraling the organisational commitment to best practice. These and PCP Whistleblowing policy are publicly available on PCP website. Furthermore. PCP Board of Trustees approved the organisation's Financial Strategy. During 2024-25 thls work was slrenglhened wilh a comprehensive action plan lo ensure progress is made across all areas of the Strategy. PCP'S Sub-committee structure continues lo work well as is fil for purpose: 1. Chief Executlvé Pay Transparency is the first principle of good pay and is crucial if the voluntary Sector is to relain public trusl. PCP lakes its obligations seriously and to this end PCP prides itself on Ihe efficient use of resoiirces and ensures that pay rates are proportionate. PCP does not pay higher salaries than are necessary andlor reasonable whilst valuing the importance of talented and experienced staff to the fulfilment of the charity's public benefit objectives. In agreement with the Chief Execullve and Board the Chief Executives salary had not been reviewed since 2018. However, in order lo ensure good governance during 2024-25 a full organisational pay review was undertaken, This was undertaken with independent external support and considered the use of pay ratios is recommended by NCVO alongside external benchmarking. 2. Sub Committee Structure As a medium charity PCP recognises that good governanGe cannol happen purely at Board meetings and a solid sub commitlee structure has aided decision-making for several years. During 2024-25 PCP'S Sub-commitlee slruclure was refreshed to enable a clear emphasis on impact and improved oversight on organisalional compliance. PCP'S Sub Committee structure is designed to allow staff and trustees to ulilise Iheir knowledge and expertise to help with direction and growth. The sub committees also provide an additional layer of scrutiny al a governance level whilsl providing opporlunities for trustees lo gain greater depth and insight into PCP delivery and operations. Trustees are clear Ihat the main Board retains responsibility for decision-making. the reporting slruclure ensures trustee feedback to the Board and enables all truslees lo maintain full oversight and accountability.

Pioneering Care Partnership Report of the Trustees (Contlnued) For the year ended 31 March 2025 The new structure is as follows Compllan¢e & Best Practlce Legal compliance. health and safety, HR, quality and best practice. staff wellbeing and the Digital Strategy Flnance & Investment Financial strategy. management accounts and investments, making recommendations to full BoaTd.Annual accounts and trustee reporting oaa DQU PCP Board of Trustees Governance, oversight, scrutiny and assuranc8 Centre Development ¥.Il&y Developmant ofthe Pioneering Care Centi8, in lino with tho charity mission and obj¢ctlvas. Ensuring effectivo Community and partnership d8velopment iIT,'4 Buslness Development & ¥ Impact Balan¢0 of Health, Wellboing and Learning deliveryi Impact and outcomes of se¥vices. Rosoarch and needs ol the communityj horizonlnew opportunitiès 3. Chlef Executlve The Board of Trustees delegates the responsibly of Ihe rLtnning of the organisation to the Chief Executive, who takes full responsibility and accounlabilily for the leadership, management and development of the Pioneering Care Partnership IPCP). This includes ensuring sound governance, strategic development, business generation, stakeholder relations, overall oversight and leading the full slaff and volunteer teams across the North East, supporting the organisalion workforce comprising of circa 135 staff and 251 volunteers. PCP'S Chief Executive has been in post since 2013 and prlor to that was part of the charities senior leadership slruclure, she therefore brings a wealth of knowledge spanning over 23 years in the sector and over 30 years supporting communities to thrive. In addition to Ihe Chief Executive's experience, she has an MBA in leadership and is a qualified Coach and Mentor. She is commilled lo lifelong learning and is an Ernotional Intelligence Practitioner and skilled in developing people, partnerships and projects. PCP'S external presence is stron9 and the Chief Executive chairs several strategic meetings and networks on behalf of slalulory partners. She is a school governor, a truste& of VONNE (Voluntary Organisations Network North Easl} and enterprise advisor. The Chief Executive works lo ensure PCP strives towards tho organisation's mission and purpose. effectively overseeing the organisalion, ensuring systems and processes lo govern the charity are robust, regularly reviewed and in line with best praclice. The organisalion continues lo thrive, with strong track record of sustaining projects and services and fundraising. She remains a strong ambassador for the organisalion. Since her tenure as Chief Executive PCP'S project and service delivery has grown with 51 projects provided across the Region and income has increased by 208 % 1£1.490,767 to £4,591,741). PCP has created a strong, skilled and highly-effeclive Senior Leadership Team, the governance and leadership structure is shown below-

Pioneering Care Partnership Report of the Trustees (Continued) For the year ended 31 March 2025 Sandri Robèrts M•l•ln• B• Gov¢rnon¢• & Exlernol Oov•lopm•nl P#rtntrJhlp Manau•r Manaoor Jo•m• Oavl•i M¢ky Br￿lIng Llndtsiywood Fln•n¢• 0￿r￿lIon¥ W&llbdn9lor Lll• Manig•r Ménagvr Gtr4•rnanc• & Compllan¢• L•qd•r¥hlp ol Llz Fliher Oeputy CNolEx•tuU¥• Prol•¢t LMd•rvhlp & Dèv•lopment 8(4)by Prolèet D•v•lwm•Thl M•nag•r Hd4n D•nl Prol•ct Dav•l¢pm•nl ddsmlth Prtrl•ct D•¥èlcpm•nt M*n•g•r PCP Governance Structure 4. Deputy Chlef Exè¢utlve PCP'S Deputy Chief Executive has been in post for 2 years and has made a significant positive impact on the organisalions. Bringing a wealth of strategic development and operational insight from the voluntary and communily sector al a regional and nalionallovel the Deputy Chief Executive is leading on Pioneering Care Centre developments, regional growth of projects wilh a focus on Ihe Tees Valley, South Tyneside and North Tyneside. services and best practice. The Deputy Chief Executive also reporting into the Board of Trustees, chairs PCP'S Managemenl Development Team {MDT) and is involved in a range of external partnerships including those with Greenwich Leisure Limited, Great Aycliffe and Middridge Area Aclion Partnership and Aycliffe Community Hub. She is also forging links wilh tha North East Combined Authority and a range of health partnèrships. 5. Senlor Leadershlp Team (SLT) PCP'S fully embedded Senior Leadership Team is a strong, progressive and foward-looking dynamic team. They ensure all key areasldisciplines are represented al a strategic level including, governance, project development, external partnerships, HR, marketing, finance, quality and business developmenl. In addition lo strategic development and day-lo-day managemenl of the organisalion, this broader range of skills, knowledge and expertise provides appropriate and effective cross-organisalional supporl, whilst driving forward improvements at all levels. In 2025-26 SL T members will support Trustees with the oversight of the new sub committee structure further extending their knowledge of charity governance. 6. Management Development Team IMDT) PCP'S middle-management structure 'Management Development Team IMDTI, involves senior leaders and all project and service leads working logelher to improve communication, supporl developments and share best practice. This helps lo generate new ideas, review operational policies and supports the organisalions approach lo quality. During 2024-25 this group has reviewed a number of key procedures, provided insights into community needs and supported the development of best practice. PCP Project and Service leads play a crucial role in ensuring the quality and consistency of delivery, ensuring evidence-based practice is embedded. support the workforce Istaff and volunteers} lo develop and thrive and maintain excellent strategic connections with commissioners.

Pioneering Care Partnership Report of the Trustees (Contlnued) For th8 year ended 31 March 2025 7. Staff Teamlwlder Workforce As a user-led charity PCP relies upon its experienced, skilled and knowledgeable team of slaff and volunteers to work with people, organisations and communities., sharing wilh us their thoughts and ideas for projecuservice development. We are privileged with an excellenl dedicaled workforce right across the organisalion. Some teams are based at the Pioneering Care Centre, others work in blended approach with a mix of home and office working from our offices in Counly Durham, Slockton, Sunderland and Middlesbrough. We also have a growing numbeT of staff who work predominantly from home. Regular full day staff meetings provide esscntial lime to come together and PCP'S well- developod health and wellbeing policios enable people to take time out of their working week for themselves. We are proud lo support our workforce with their learning and d8V81opment and last year 100 /0 undertook some form of development. Through their compassionale and highly effective approach lo supporting people PCP has an excellent track record in sustaining services. Our outstanding comrnissioner relationships, solid reporting mechanisms and success in delivering engagir)g and innovative provision often resulls in projects and seNices being extended. This is a clear testament to the wider-leam's effectiveness, sound18adership and overall strong governance. 8. Voluntears The urganisation has a SUCGessful volunteer recruitment and support slr8tegy. and volunteers support projects and services across the whole organisation. In 2024-25 PCP Continued to review our policies and procedures around volunleering lo ensure they are updated and provide a positive and supportive volunleer environmenl, which is in lin8 Wlth our mission of 'Heallh, Wellbeing and Learning for All,, During 2024-25 PCP was supported by 251 active volunteers who gave 9,502 hours (an increase from 2023-24>. Volunleers assist with proj8Cts and activities run by the organisalion, provide governance support and also help with areas such as reception and coffee shop, Using the real living wag8 as a benchmark, this 18 an in-kind equlvalenl of £143,670 (an increase of £30,810 or 27°/ from the previous year). Many of the volunteers have been service users themselves in the past and have progressed on to supporting the delivery of aclivilies. Volunteering remains al the h8art of what PCP is about and PCP is proud lo hold the County Durham Volunteer Kitemark. Risk Management The Chief Executive leads a process with the Board of Trustees to conduct a bi-annual review of the risks whlch the organisalion is exposed to, through assessing every area of the organisalion's activity. The Risk Register covers high-level areas including., the environment. governance and management, operational issues, financial and complidnce. The Risk Register considers the potontial 'impact' and 'likelihood' lo provide and overall rating. Should there be any significant changes or additional risks outside of the bi-annual review schedule Ihe system is floxible to enable a review at any point, ensuring a robusl approach. During 2024-25 the main organisalional risks were associated with trustee recruitmenl and on-boarding a new Senior leadership team. Both of these risks have been mitigated and downgraded in 2024-25. A new risk was added at the mid-year review in relation to the Changes to Employer National Insurance and MinimumlLiving Wag8. PCP was proud to become a Real Living Wage Employer again in 2024 and bolh trustees and leaders are committed lo maintaining this Standard for our staff. During 2025-26 PCP will be undertaking a pay structure review lo ensure, where possible, PCP pay is in line with industry standards and lo future-proof the pay structure in readiness for further increases to Ihe Real Living Wage. PCP'S Health and Safely Policy is reviewed annually along with the fire risk assessment and olh8r organisational, bLJilding and activity risk assessments. PCP is compliant with CHAS the Conlraclors Health and Safety Assessment Scheme, this was successfully renawed in December 2024 and will b8 assessed again in December 2025.

Pioneering Care Partnership Report of Ihe Trusteos (Continued) For the year ended 31 March 2025 Safeguarding Many of PCP'S projects and services supporl children or people who may b8 vulner8bl8 th6refore PCP ensures the leadership team is trained and equipped to manage any safeguarding concerns effectively. This incorporales training across all local authority areas whare the organisalion works to ensure local processes are followed. During 2024-25 a truste8 Safeguarding lead was idenlified and Lev813 Safeguarding Training will be provided for Senior Leaders and the designated Iruslee in 2025-26. The Designated Safeguarding Lead (DSL) responsibilities will Ihen be shared between the leadership team, under the guidanGe of the Chief Executive. Financlal Rlsk and Safeguardlng Annually Trustees, the Chief Executive and senior staff complete an Automalic Dlsqualiflcalion Declaration, this process ensures PCP is confident those who are appointed lo govern or lead the organisation are not disqualified from acting as a charity trustee or holding a senior leadership position. The Charity Commission guidance suggesls that this check should be conducted periodically, PCP has chosen to do this annually. The Charily Commission refers lo 'senior leaders, as the Chicf Execulive, Finance Director and Chief Operating Officer, however PCP has deemed it appropriate that all leadership leam members should renew the declaration form for completeness. This forms part of PCP'S processes and is updated @very February. Alms, objectlves and activilies: The Pioneering Care Partnership (PCP) is a mulli-award-wlnnlng organisation whose mission is: Health. Wellbeing and Learning for All,, and PCP oper8tes across Ihe North East of England. PCP'S purpose is. To improvè health, wellbèlng and quality of life for people dlsadvantaged by dlsability, age, 111 health andl or carlng rasponslbllltles, and reduce Inequallties in health. The long-term outcomes th8 PCP Is se8king to support ara.. To promote independence, choice & control To improve lifestyle To increase knowledge & skills To improve physical health To improve confidencg, self-esteem & well-being To Improve economic well-being To build community capacity To Improve acces5 to sorvlces for disadvantaged communities & groups To promote social inclusion As a Charity and Company Llmlted by Guarantee PCP exisls to serve local people and our customer-base is wlde ranging. PCP supports groups and communities through projects and setvices which aim to build capacity and cohesion particularly with those who may be disadvantaged in localities, businesses with employee health and wellbeing and other charities through mentoring support. Following successful previous delivery, during 2024-25 PCP continued lo support smallor voluntary and community sector organisalions with grant funding. This funding supported the development of community aclivities wilh a particular emphasis on mental health and w@Ilbeing and improving access to services. PCP supports the wider determinants of health, these are the div8rse range of social, economic and environmental factors which influence people's mental and physical health. An individual's health is not simply the result of ir)dividual behaviours, genetics and health care. The difference in health outcomes is due to the social, economic and environmental factors which shape people's lives. PCP considers health in ils widest sense and to progress towards our mission of 'Heallh, We11being and Learning for All, we supporl people in the community with learningleducalion, employability, physical heallh, family and social connections, and mental and amolional resilience. Partnership is in our name, becaus8 we aim lo bring people together, working collectively to help but importantly we do this with local people and communilies, so they are a key stakeholder in all we do. During 2024-25 PCP was also proud to partner with several VCSE'S (Voluntary Communily & Social Enterprises) to develop and deliver Services. harnessing their expertise for Ihe benefit of the people we aim to support.

Pioneerlng Care Partnership Report of the Trustees (Contlnued) For the year ended 31 March 2025 Prln¢lpal Activitias The Pioneering Care Partnership is a multi-award-winning organisation whos@ impact spans across the North East. PCP'S first achievement was the developmenl of a unique healthy living cenlre. bringing logether voluntary and statutory services und8r one roof., Ihe Pioneering Care Centre in N8wIctn Aycliffe opened in 1999. The Pioneering Care Centre (PCCI, is seen as a beacon on best practice and has been replicated across the Country. The Pioneering Care Cenlre is home lo a range of accessible activities designed to bring people together and support healthier lifestyles. A Community hub that provides a range of health and wellbèing 8clivilies including community events. exercise classes, learning workshops, a community garden, communily coffee shop, hydrotherapy pool, natural therapies, employability support services, and disability projccls. The Centre also houses a GP Practice, Pharmacy, Mental Health Services, Children's Nursery, Speech and Language Service and other health and social care services making it a real community hub and hive of aGtivlty. Activities based at the Pioneering Care Cenlre includ8S Health and wellbeing activities A fvAl￿ accessible Hydrotherapy Pool Communlty garden and allotments Conference, meeting, room hlre facilities and hospilalily services The Garden Kitchen, communily coffee shop Community courses and adult learning opportunities, lifestyle and exercise classes and activities Wellbeingllifeslyle support seNices Non-clinical cancer support The Centre also houses services delivered by other partners as follows.. Jubileo Medical PracllcelGroup The Village Pharmacy NHS clinics {Podialry and Speech & Language) NHS Menlal Health S8rvic88 House of Eden Children's Nursery Gr8at Aycliffc & Middridge Area Action Partnership (GAMP) Improving Acccss to Psychological Therapies IIAPT) Services The Reflex Clinic 2024-25 was an exciting year for the Ploneering Care Centre, as il saw the fruition of centre d8V81opment and renovation plans, On the 18 October 2024 the His Majesty's Lord Lieutenant of County Durham, Mrs Sue Snowdon and Alan Slrickland MP joined PCP lo celebrate and officially open the new Hydrotherapy Pool facilities and Oplions room. Both facilitios are already having a positive impact and during 2025-26 the organisalion will consider further centre renovation plans.

Pioneering Care Partnership Report of the Trustees {Con¢inued) For the year ended 31 March 2025 PCP provides several projects across the North East. Working in collaboration wilh a range of other voluntary or statutory organisations, PCP now provides over 50 projects and services these include.. Options, supporting adults with learnin9 and physical disabilities Together 21 , supporting children with Down syndrome and their families County Durham and Sunderland Workplace Health The Adult Wellbeing service, which includes Wellbeing for Life Community Wellbeing Training Team Joining the Dots Macmillan Cancer Support and CanGer Awareness Wellbeing for the Time Beingiwaiting Well Health Squad Treating Tobacco Dependency Service Stockton Community Connecusocial Prescribing Service stockton Independent Complaints Advocacy Service Joining the Dots Macmillan Cancer Support Wellbeing for the Time Being Heallhwalch in County Durham, Redcar & Cleveland, Middlesbrough, Stockton and Sunderland ESF BLiilding Better Opportunities Reaching Out Across Durham SafeHaven 'Happiness Hubs, Grants Programme Community Mental Health Pop Up Cafes County Durham Resilience Service Peer Support Workers Cancer Champions Stockton COVID-19 Community Champion Programme Primrose Lodge Events Worker Peer Support and Befriending Research Learning Disability & Autism Research Physical Health Workers Lived Experience Leads ICB Sub Regional Support Men's Pie Clubs Further plans are in progress for additional project an(J services in 2025-26 including Digital Cancer Charnpions, Workplace Health Training, Community Commissioners Research, Pregnancylmalernily Social Prescribers, Workplace Health Checks and Men's Pie Clubs, we also conlinue lo support with the development of the Poverty Truth Commission in County Durham. Partnership working is an essential part of PCP'S success. PCP is recognised for its expertise in health and wellbeing and the Chief Executive plays a key rolè in developing community adult mental health wellbeing services across County Ourham. Chairing the external County Durham Resilient Communities Group and Poverty Truth Commission which are sub-comrnillees of the Mental Health Strategic Partnership Board. leading the Adult Wellbeing Service Partnership Board and co-chairing County Durham's Mental Health Transformation Steeling Group. PCP'S work aligns with Ihe 'Counly Durham Together, agenda and links with the ICB and other areas are forming. Al a local level PCP has been a key parlner in the concept scoping of a town centre community hub, this work is being led by the Deputy Chief Executive on behalf of PCP and this exciting development will come lo fruition in 2025-26 through VCSE partners Lifeline Community Acton. For further information please refer to PCP'S Annual Report which can be found on the website.. .uk.not 11

Ploneertng Care Partnership Report of the Trustees {Contlnued) For the year ended 31 March 2025 Achlevemonls and performance PCP Strateglc Plan In June 2019 PCP'S Board of Trustees approved the Strategic Plan. This informs the direction of the charity, feeds into the Chief Executive's objectives and supports Ihe operational delivery and management of PCP. Annually PCP Board of Trustees receives a progress update- this annual assessment helps to determine where the organisation's energy and resources should focus for the coming year. The Stralegic Plan runs until 2026 and is designed as a Cross-cutting document to direct organisalional focus, enable continuous devèlopment and to inslil confidence in PCP'S governance arrangements as a Charity and Company Limited by Guarantee. The Strategic Plan covers 10 main areas: PCP Mission and Purpose Health, Wellbeing and Learnlng for All- targetlng support Governance L8adership Core Values Finance Quality, Human R8sources & Volunteering Marketing, Communicatlons & Engagement Dlgital Strategy Environmental Management Specific progress has been made in the following areas during 2023-24 Board membership strengthened through recruilmenl of additional trustees; Impact and ongoing commissloner reporting improvements., Leadership slruGture embedded along with development programm8', Operational improvemènts to internal processe8 ongoing: Financial Strategy action plan impl8mentalion' Investing in the Environment assessment completed and PCP awarded silver Annual environmental impact and carbon emission report created. All of these areas were progressed in 2024-25. 2025-26 signifies the start of PCP'S Strategic Planning Cycles where a whole organisalional approach coupled with policy and external environment analysis will be completed. This will culminate in a new organisalional slralegic plan to be launched on 1 sl April 2026. Monitoring & Evaluatlon PCP continues lo maintain the approach to apply a model of evaluation called 'lmpacl Mapping. developed by the New Economics Foundation (NEF). This is based on a 'lheory of change, rnethodology and assisls PCP lo link our mission, objectives and aclivilies with what happens because of Ihem. This is the eleventh year of successfully using this model lo monitor performance, consequently the organisation is usually able to use previous data lo benchmark performance and underlake trend analysis. PCP project and seNice leads produce comprehensive quarierly reports in addition to commissioner or grant reporting. The following s8Gtion highlights some of the key achievements for the year 2024-25.. 12

Pioneering Care Partnership Report of the Trustees (Continued) For the year ended 31 March 2025 pcp* Our Impact 365,348 vlslts to the P(oneeflfi9 Care Centre. We supported 134,552 people throu9h dedlcated health Of wellbeln9 se¢vlces afid learnln9 actlvltes. 19 17 16 health projects dellvered. wellbelng projects del(vered. learfilrt9 projects dellvered. 68,837 employees were supportecl by Workplace Health. Our 251 volurtteers donated 9,S02 hours to supportcommunltles, Thls equates to an In~k(fid cohtrlbutlon OF £143,670 usln9 the Real Llvlng Foundatlon fate as a benchmafk. 96010 of people acLYsse<J a PCP servlce felt the(r lftdependence Increased. 90010 OF people beneFLtted from PCP support accessed more than one OF our seNlces. Invested Into £449,931 the local communlty, 13,738 hours In caref resplte were provlded to SVPPOf t them to relax. Llstene(J to people's views on health and social care throv9h Healthwatch. Qi 12,358 We Wofked wlth 420 or9anlsatlons and supported buslnesses to prlorltlse the health and wellbeln9 OF local tofflmunltles. Supported people with a caftcer dia9nosis, Includln9 famllles, frlends and carers OF those dlrectly aFFected by cancer. 744 870/0 ofpeople that accessed è PCP sernlce fovftd It to have a posltlve lfflpact ort thel¢ Ilfestyie. 95010 OF people found their knowled9e and skills increased after they attended a PCP sewice - promoting life lon9 leainin9 For all. ,73Wo OF peop￿ that a￿￿$¢d a PCPs¢Nl¢¢ fgun thelf rtn•nthl w¢llbrfn9 and st9fida￿ of Llvln9 Improvqd. 3,796 Imployo Ived •'h¢•l¢h MQT

Ploneering Care Partnershlp Report of the Trusteos (Contlnued) For the year ended 31 March 2025 FINANCIAL REVIEW PCP has well-developed and effective policies and procedures in place to ensure sound financial governance. An established schedule enables trustees to receive, scrutinise and approve the organisalional budget. Trustees dedicate timo to carefully considering inflation and the impact on the charily, this leads to decisions on staff inflationarylcost of living rises, Trustees are committed lo awarding rises based on inflation whère this is affordable. Senior Leaders and the Finance and Inveslment Sub Committee {FISC} monitored financial performance and rnanagemenl accounts during the year and reported no concerns. The Board mainlain full accountability and utilise the time during FISC lo ensure additional scrutiny. PCP Board and Leaders tak8 a long-term vi8w of th8 organisations financial position and during 2024-25 a comprehensive Financial Stralegy action plan was implemented Short term commitments are also considered., in the coming ygar PCP plans to utilise reserves for several projects in support of the organisation's charitable objectives. Diversification of income is a key factor of PCP'S approach an(1 throughout Ihe year we continued to consider different funding streams to reduce risk. Expenditure in the organisalion continued lo be lower Ih8n forecasted. The efficient delivery of projects and services and the organisation's prudent approach was demonstrated by actual expenditure being 340/0 lower than budgeted. The full results and company's financial positlon al the end of the year ale shown in the attached financial Slalements. Aetivitles generatlng funds Activities generating funds for the organisation include the Garden Kitchen, Room Hire, Natural Therapy Suite and the Hydrotherapy Pool within the Pionearing Care Cenlre. The range of natural and complimentary therapies delivered since the Centre re.opened has remained low however the Hydrolherapy Pool reopened following renovation. The 'soft launch, commenced late September 2024 and following this period of testing and learning Ihe pool re-opened fully in January 2025, therefore income generating activities oveiall have been reduced. The organisalion sublels the Pioneering Care Centre lo several Tenants. These include.. Th8 Village Pharmacy; Jubilee Medical Group,. Durham County Council- Tees. Esk & Wear Valley NHS Trust., House of Eden Children's Nursery, NHS Property Servlces and PTivale practitioners. The market value of th8 C8nlrg was last assassed in 2022 by an independent surveyor, fulfilling Irusle8s legal obligation to obtain and consider a written report from a suilably qualified surveyor bofore any dlsposal, such a5 a lease, is granted. Trustees are aware of their responsibility lo achieve the best rent possible, and lease arrangements are designed to progress loward the market valve suggested in the independent reporl. All tenant arrangements are eilher in line with market value or working lowards this as a benchmark, Investment Pollcy PCP'S investment portfolio is managed by Ralhbona Investment Management Ltd. The portfolio is a combination of differp.nt asset types and weightings to considor bolh long term investmonl behaviours and short-term prevailing market conditions. The investmont objective aims lo présaNe the capital investment in real terms whilst providing the opportunity for some growth in capilal and income and therefore PCP opted for a medium risk tolerance for the fund. In 2023-24 a investment risk rater exercise showed marginal increases in Ihe risk appetite of Iruslees and executives, il was agreed PCP should maintain the existing approach. Therefore funds continue lo be invested wilh a tolerance towards th8 lower end of'medium risk,. 14

Pioneering Care Partnership Report of the Trustees (Continued) For the year ended 31 March 2025 Investment Update The glot)al economy continues lo grow, but the pace has slowed and expectalions for the next year have been revised downwards, albeit remaining positive. Markets have been thrown into a huge period of unc8rtainty as investors Iry to understand the purpose and consequences of US policies and fixation with tariffs. Such uncertainty has hit tho US markèt which has dominated performance for s8vBral years while the US Dollar, a traditional safe haven has also weakened. Shifting rhetoric and the polential for sweeping tariffs have unseltled markets and complicated th8 Outlook for both businesses and consumers alike- this is reflected by the performance of the porlfolio's US holdings which dropped by -10°/o during the final quarlèr. Other regions are holding up better with Ihe UK and Europe both posting gains, partly because our market is seen as being more defensive while the continont is preparing for a large-scale increase in defence and infraslruclure spending, marking a braak from ils traditionally cautious fiscal approach. While practical challenges remaln. this shlft could reshape the region's economic prospects in the years ahead. The portfolio is invested on a slighlly cautious footing, but it posted a loss of -2/. for the final quarter, primarily down to moves in (he US equily market. However, losses were somewhat mitigated by the performance of Gold which makes up 4.5¥/0 of the portfolio and which rose +16 /0 during the period. Ther8 is no doubl that volatility will continue to splke whlle so much uncertainly persists, bul re¢enl equity market weakness has al80 been countered by significant daily rallies as investors hop8 for a softening of Trump's rhetoric following the so-called 'Lib8ration Day., Such mov8s highlight the importance of portfolio diversiflcallon and sticking to long-term strategy. The portfolio remains well balanced and while, with hindsight, il was positioned too cautiously into the end of 2023, the investment management company saw no need to shift strategy at the time and the view remains unchanged. It is envisagcd the outlook for Ihe global economy is positive as we come through the bollom of the cycle, and will adjust the investment strategy accordingly if needed. PCP'S portfolio remains well diversified across asset classes which should enable il to be relatively resilient In the short-lerm and perforrn well over Ihe long-t8rm. During 2024-25 PCP also continued to investment on short term basis with 95-day and 35-day notice accounts to allracl more competitive rat8s of Interest for the charity. Reserves. Policy PCP'S Reserves, Policy ensures that Trustees. Ihe Chief Executive and senior leaders, acl in the interests of their charity and its beneflclaries at all limes. A significanl proporlion of PCP'S income comes from short term slalulory conlracts and, as a responsible 8mployer, the Reserves Policy provides some assurance and safeguard for staff. The Resarves, Policy aims to aid PCP'S strategic planning, budgeting and risk managenienl procosses. PCP reserves provide a cushion for planned or unplanned future needs. safeguarding the organisation from unexpected events. losses of income and large unbLJdgeted expenses. The Reserves, Policy also aims to assist with the management of cash flow, provide working capital for day-lo-day operations and aid decision making when considering investing in new ways of working. This Policy proteGIs ané saleguards organisational ass8ls, assists Trus18es lo act wilh reasonable Lare and skill, and ensures Ihat PCP is accountable. This Reserves, Policy helps to ensure that the charity can meel its finanrAal obligations to core and centre staff salary and operating costs. Other faclors which are beginning to affect the organisalion is that some funding streams have payments in arrears, therefore the organisation needs to have monies available lo cushion Ihis effect and ensure operalional liquidity. The organisational Reserves, Policy is reviewed on an annual basis by Ihe Finance and Investment Sub Committee and full Board of Truslees. This was reviewed during 2024-25. In addition, the Board takes regular reports from the Finance Manager. with recommendations from Ihe Chief Executive lo enable trustees to ensure appropriate and timely aclion is taken where required. To protect the financial stability of our organisalion there are planned unrestricled reserves. The Policy and associated procedures sets out that PCP will aim to maintain reserves of a minimum of 6 months core and cenlre operating costs, this equates to circa £1,956,907 As of 31 March 2025, the charity held free reserves of £821,018 which equales to 5 months core and canlre running costs. 15

Pioneering Care Partner3hip Report of the Trustees (Continued) For tho year ended 31 March 2025 Where the reserves position exceeds Ihe set level of 6 months the Board identifies if resources are available to utilise to further PCP'S charitable aims Trustees were aware that, after 26 years of use by the community. some areas of the Pioneering Care Centre needed refrgshing and other areas, such as the Hydrotherapy Pool needed a complole renovation due to breakdowns and parts being obsolete which led lo poor service for people accessing this well-used facility. Trustees. along with the organisations leaders, through effective and prudent planning waro able to allocate reseNes to further develop the Pioneering Cara Cenlre, the organisalions flagship healthy living cenlre. PCP invested a significant lavol of reserves to improve use and accessibility of the Pioneering Care Centre, this included-. axlanding the Hydrotherapy Pool aroa by l 00 /0, and installing a state-of-the-art Hydrotherapy Pool with much improvod changing facilities, host tracking syslam and new plant equipment,, increasing the space avallable for the Day SeNice, building an extension which doubles the capacity, providing a small kitchen, garden and media wall to onsure activities are inleractlve and user-led, and General improvements internally, redecoration and new carpets elc. A centre business plan is being developed to support future centre improvements, including a switch to more environmentally friendly infrastructure. Quallty Quality is al the heart of what PCP does and is vitally important to ensure we fulfil our mlsslon, continue to meel the needs of local people and communities, strive for improvement and ultimately makp. a difference or positive impact. 2024-25 was another exc.p.Ilpnt year for PCP wilh several external assessors reviewing tho organisalions syslems, practice, delivery and impact. Fundamental to the success of external verification is leadership commitment and this. through all assessments, was deemed to be an area of outstanding practice. During 2024-25 PCP also maintained.. Investors in P80p18 Standard, Gold Award (full raassessmant due July 2024) Betlei Health al Work Award, Maintaining Excellenc8 and Ambassador Stalus CHAS the Contractors Health and Safety Ass8ssment Volunteer Kilemark Mind's Mental Health at Work Pledge Carer's Pledge Mindful Employerlcharter for Employers who are Positive About Mental Health PCP achieved a n8W Standard, Investors in the Environment Silver, scoring 880/0 out of 1000/0. This involved mapping PCP'S Gra8n House Gas emisslons. PCP has pledged. To understand the impact the organisation has on the environment. We will monitor energy consumption and actively strive to raduce it. We will work with our teams lo increase awareness and encourage ideas to lake positive action alwork. home and in the community." The environmental Gategories PCP contributes to are: Consumplionlshopping habils Encouraging nature and biodiversily Raducing energy usage Reducing Iravell greener travel Reducing Waslelrecycle Feedback from the Investment in the Environment included,. Pioneering Care Partnership have a strong environmental str81egy which is fuelling action within Ihe organisalion. bolstered by senior management support. They have excellenl resource measuring and monitoring systems in place. driving efficiencies and resource reductions across the organisalion. The Auditor was impressed by the commitment shown by the organisation lo identify and reduce ils environmental impacts and bring the whole staff along with them. 16

Pioneering Care Partnership Report of the Trustees (Continued) For the year ended 31 March 2025 Fa8dback from the Investors in People Assessor included- You have reviewed the recommendalions of the last assessment and made stride5 to improve, You have been working hard on the essence of great leadership, embedding the leadership team within PCP. This included support, the delivery of the EQI assessments with coaching feedback. You have held away days and SLT planning days covering topics including roles, responsibilities, values and leadership shadow. You have launched the new HR syslem and éelivered érop-in sessions for all staff and reviewed the systèms compatibility with the digital transformation plan You have solidified your commitment to exlernal awards, aGcreditstions and other external best practice measures. You have made a commitment to other strands of good practice including the MIND pledge, Posilivo Disability and Mindful Employor. You have enhanced your commitment to measuring and benchmarking performance internally and externally. You have been successful in tendering opportunities maintaining an 800/ts+ result across Ihls process. The Better Health at Work Assessor also gave positive feedback.. Once again, PCP has submilled an extremely comprehensive assessment. Th8re is clear strategic and proc8dural consideration for staff health and wellbeing and It Is great to see that this is very much a dynamic and ileralive process within the organisation. There is good analysis of engagement and uptake of various offerslmechanisms. As a veteran of the BHAWA, PCP has absolutely grasP8d Ihe policy-procedur8-practice ethos of h8811h and wellbeing delivery, with plentiful evidence of slruclural and procedural mechanisms that underpin the more practical éelivery aspecls and it is apparent that the organisalion tries lo a¢lively live its values. It is brilliant lo see that they have achieved their aspiration and now become and accredited Living Wage employer and will be conducting a pay benchmarking exercise over the next year. As always, PCP excels in the social value criterion as this is tho whole ralionale behind the organisation. PCP proaclively covers multiple aspects of social value wllh sorne very impressive aspirations and d81ivery stalislics lo demonstrate their effectiveness and also direction of travel going foNard. The whole section is highly impr85sive, but a particular highlight for the Assessor was tha fantastic partnership working details that hav8 garnered son)p. inspirational results, such as the £6m resource into the local VCS sector, support lor 100+ smaller organisations and safe9uarding of 60+ roles. The achievement of these qualily and best practice standards maintains PCP'S strong position in Ihe competitive tendering markets in addltion lo demonstrating our commitment to quality for our cuslomers, clients, staff and volunteers. Key financlal performance Indl¢ators (from 2019-2025) Ratio Liquidily ratio V8rage Reserves Expenditure (Olher Charitable unds Debtors Days Labour Ufnover Laboui Slability Index bs8nce( % ) Staff parlicipalion in training and develo ment 2024-25 11.7'.1 1.048.1 2023-24 16.2.1 1.046:1 2022-23 17.8'.1 2021-22 23.05.'1 2020-21 19.72.'1 2019.20 7.1..1 0.54'.1 1.277.'1 1.071:1 62 days 37 days 100/0 133 days 162 days 77 days 23.8Q/, 35 days 25.11, 860/. 84/, 71Yo 85/0 82°/0 820/0 2,6% 2.2/0 2.80/0 75% 1001, 78°/ts 88/0 17

Ploneering Care Partnership Report of the Trustees (Contlnued) For the year ended 31 March 2025 PCP staff headcount remains stable at circa 135 employees. The emphasis in 2024-25 was to maintain and retain., PCP delivered £4,663,644 in soGial value through employment and retention of employees. The organisation's liquidity ratio remains very high, but has reduced as a repost of the charity re-investing over £1.4m from charitable reserves lo rnake significant improvements al the Pioneering Care Centre. PCP'S Debtors Days increased in 2024-25 due to Ihe timing of some payments from statutory bodies in quarter 4. Labour turnover (which can indicate employee salisfaction> is higher than the previous year due to planned changes in the organisalion. In June 2024, CIPD reported average turnover was 340/0. Naturally Ihe voluntary seclor can have a high turnover due lo the short-terrn nature of projects and services. It is leslament to the éedicalion of Ihe senior team who work to ensure opportunities are available to offer employees as and whon short term funding ends. Labour stability (can demonstrate permanency of the workforce) incroased which Is poslllve and PCP'S average tenure rale is 4.7 year against a benchmark of 4.3 years as reported by the Civil Society PCP'S absence rate has risen lo 4.80/0. however this remains belter than the average for Ihe NHS which is reported to be 5.6Q/(>. PCP'S workforc8 make-lip will lead lo higher absence rates with 550/ts of employees consider thems8lves to be disabled or have a long-term condition and 24(/Fo are Carers. Professional development of staff r8mains a priority with 1000/0 undertaking training or development during th8 year. PCP contlnues to benefit from well-dev81op8d organisational HR polices, a keen focus on employee wellbeing, a Solid approach to talent managem8nl and we provide support lo sustain slaff wherever possible. The organisation prides itself on bein9 SUPPOrtive to staff and we have a number of initiatives in place through our Flexible Working policy and procedures and our return-to-work processes. Organisalionally PCP continues lo strive lo ensure we support our teams effectively and feedback has been overwhelmin9ly positive in relation lo the measures in place. PCP works to support peopla to sustain thelr employment with us through several support inlervenlions. We have a ¢onlinuous improvement approach, including enhanced carer support into our employee bèng.fits portfolio and have improved the employee assistance off8r. Currently 240/0 of our people ar8 registered as working carers. We have a strong track record of sustaining projects and interventions across the North East which also helps lo maintain stability levels. Furthermore, other incentives such as volunteering time, team development activities and rewards and recognition at staff meetings helps with employee engagement, support and retention. Below is an outlin8 of health, wellbeing and safety of our people, this information has been pulled together based on the Disability Confidenl Leader self reporting framework. 18

Pioneering Care Partnership Report of the Trustees (Contlnued) For the year ended 31 March 2025 55/0 of staff have fecordod thomsolv•J a8 dl8abltd or havlng a long terni physl¢o1 or mental health condltlon 100•A of staff lèel part of a team thal holp and ¥upport th•m The results Irom lh¢ wèllb6lng survey whlch was bullt Into thè Health Needs Assèssmant and Is based on thè Annual Populallon Survey condu¢t¢d y Iho Office for Nallonal SlatS811¢8. Wer•: 8•llvport•d ¥1• 84•HR1202S1 91Vo 1991 tholr Ilno managèr18 onsldgrale of th¢lr, wèllbolng and helps and 8UPPOrt8 th¢m 8yrrf•y 7 out 0110 8taff arè sallsfled wlth Ille nowadays 8 out pf 10 fool thSngg In Ihelr Ilf¢ aro worlhwhlle Staff rated tholr: Physlcal hoalth 7110 Mental h¢allh 7110 8tallH•ilih N4•di kn••iM•nl l•umycompl•i•d •v•ry a y••rn.O•tt•i H••lih itwtyk 96910 fèl $afo from threats and physl¢#l hazord8 In my work env5ronmgnt 61•ft H•4llh Neldi AbMibrn•nlltrMy compl•t•d •¥•ry ly•￿.6•￿•1H••tth •tWgrk 670/• report¥d Iholr gengrol hoalth 88 good or •xeèll8nt 7 out of 10 f&lt happy yslerday 4 out of 10 fèll an¥lous yèsterday 81•llll••hh Ni•d• kn¥•iiM•ni114Th•y¢omW•l•d •v•ry Zy•41. 8•tt•1 H••tth •tWwk 8l•llH•AIth NwdiAi•••im•Thtl•uN•y¢ompl•l•d 1ry2 y•iN.B•tt•rN•illh•lWo 81¥10 arè 8all$fl¢d wllh Ih•lr physlcal worklng Qnvlronmgnt 95•/0 of stalf leel appr¢¢lated and gèt a 8•nsè of a¢hl•vem8ni from Iholr ro19 100% ot1Sn• manager complète Mèntal Health Iralnlng H••llh 11g•d• A•¥•¥•M•nlliuN4y c¢)mplit•d •wry2 y••rn.S•llwll•ihh itwork Annu•l 6t41181￿•1￿￿0rtIUlVy 63Vo comfortablè dl$¢usslng thèlr mental health wllh Ihelr Lln9 Managèr 36% 01 staff Gompletod Mont81 Hèalth tralnlng 1.9, Mental H9011h Flr$t Ald In the last 12 months 97•/• would recommgnd PCP 8$ a placè to work 94k• HR •nnu•l li•lrbln9 nquw• Annu418t4118•ll•lKknSur¥•y Tlm• IrT•lk DIY 81411ANr*u•l Poll Future Prioritles and developments Include: Strategic Planning 2025-26 will include a series of sessions across tho workforce, with Iruslees and oxlernal slakeholders lo develop a new 5-year Stralegy. This will build on PCP'S oxcellenl track record and reputation, seek to further develop our offer for communities, look at enhancing employee skills and ensuring working practices are fit for employees of the future and digitally inclusive. Pioneering Care Centre business plan, a separate to the Strategic Plan Centre Plan will be developed by the Deputy Chief Executive and relevanl Senior Leaders. Work will include consideration of the fulure of 'heallhy living cenlres. and the needs of local people aligned with the mission of health, wellbeing and learning for all. Trustee Iraining is ongoing, not only lo embed new trustees bul also lo supporl the development of the overall board lo assist with future planning, governance and growth. Senior Leadership Team this skilled and effective team will continue to evolve inlo a high impact team which is fundamenlal to the organisalion continued success. Business Development the Chief Execulive and Depuly Chief Executive will conlinue to nurture strategic relationships and partnerships whilst horizon scanning. Ensuring PCP uses evidence based best practice is fundamental to remaining pioneering. During 2024-25 this work was supported by the wider leadership team and we will continue to explore how lo develop skills and knowledge around business development in the coming year. 19

PIOnee￿ng Care Partnership Rèport of the Trustees {¢ontlnued) For the yoar onded 31 Plarch 2025 STATEMENT OF TRUSTEE8 RESPONSIBILITIES The Trustols (who arè also Ihe Directors of The Piofteertng Care Partnershlp for the ryrposes ol company13w) are responsible for pieparlng the Rèport of the Trusl8&s ¥nd the financlal statgmenls In accA)rdance wllh applbable law and Unlled lQngdom Generally Accepted Accounling Practlce. Company law requiros the Truslaes lo prepare financlal 8tstemenls for each financial year. whi¢h give a true and falr wow of the stale of affalrs of tho charilablo company and of the Incoming r8sources and kpplicalion of resources. including th8 Income and expondlture, of the charilable company for Ihal period. In preparing thos& fjnandal slalemènls. the Trusl68s are required to.. selacl Gultablo accounlirtg policies and Ih8n apply tham ¢onslstentty,' obs8Ne the methods 8nd prlnclples In the Charlly 8ORP,' makojudgemenls and e¥tirnate8 that are reasonable and prudent,. prepar@ the financlal 8lat8ments on the golng concern basls un18S8 It 1$ Inappropriate lo presumè that tha charltsblg cornpany wlll continue In buslness. Tho Trustees ar8 re5PDnslble lor ke8ping prO￿r aeeounling records whlch dlsclosè wllh reasonablo gccurAcy at any limo th8 financial position of Ihe charllable company Énd lo ènable them lo ensur8lhat the financlal st8lemonls compty ￿th the Companle& Act 2008. Ihey are also r8spon5ibie for saf¢guardlng Ihe assets of the ch3ril2ble ompany and hence for laklng reasonable steps for tho prevenllon and dele¢lion of fraud and Other Irregul8ri11è8. In 60 fai as tho Trustees are aware.. there is no rg18vanl audll Information of ivhlch the charltablé company's auditors are Ltnawaro., and th8 Trustee3 have lakon all steps Ilial Ihey ought to have taken lo make Ihemselvas 8warè of any relevant aud]t Informallon and lo èstablish Ihal the auditor8 arè awar8 of that Informalion. AUDITORS The auditors, S&W Audit Partrters Limited will be proposed for re-appolnlrnenl 81 Iha forthcoming Annu81 General M8eling. ON BEHALF OF THE BOARD OF TRUSTEES: Heather Brew8lef- Chalrperson Daled 141oBlas 20

Pion8&rlng Care PArtner8hlp Réport of the Indopend&nt Audltory to thg Mftrnbèrs of Plonè8rlng Cere Partnorshlp Forthe ye8r ehdod 31 March 2026 Oplnlon We have audited thè financlal 8talemgnls of Pione6rins Care Partnership {th6 'rharftabl8 company,) Fof th6 year ended 31 March 2025 whlch comprlse the Stal8menl of Financial Aclivtlie8 IncoTporallng tho Incom8 and Exp8ndilure AGGounl. tha Balance Sheet. the Cash Flow Statement and notes lo Ihg thnanclal s18lemont6, Includlng a summary of significant accounting pollcles. The financlal reporting fr8mework tbal ha5 b88n applied In Ihelr prepaTallon Is applicab16 law and Unlled Klngdom Accounting Sland8rds, including Financlal Reportlng S18ndard 102 The Flnancial Reportlng Standard applkable In the UK and Republic of Ireland (Unll8d Kingdorn Gen8rally Acc8pled A¢counling Praallc6). In our oplnlon the flnanaal slatemènls.. give 8 true and falr vlew of the sta18 of the charllable companV8 affali8 as al 31 March 2025, 8nd of Ils Incoming resources and 8ppllcatton of resource8, inGludlng Ils Income and expendllure, foi the y8ar th8n ended., have been properly prepargd lft accordance wllh Unlled Klnlldom Gen8r811y Accepted Ac¢ounling Pradlce. and havg b8gn prepared in 8ccordanc8 wllh the r¢qulf8m8nls of th8 Companies Act 2￿6. Basls for oplnlon We conducted our Audit in accordance wilh Inlern81ional standards on Audibng (UIQ IISAS (UK)) and 8ppllcab18 law, Our re5ponslblliiles under those &landgrds 8re further des¢rlbed in th8 Auditor's re8poiislb1111196 for Ihe audit of Ihe financ4al slalemenls secliort ol our r8POrt. We are Independenl of the cAarltablg cornp8ny In 8ccordance wllh Ihg elhical r8qulremenls thal are rel8vanl lo our audlt of th& ftnanclal statemonts In the UK, Includlng the FRC'S Ethical Sl8nd8fd, and iva have fulfilled our other athical responsibilities in accoidance wllh the59 r8qulremenl8. Wg believe Ihal iha audll evldence ive have obtained Is sufficient 8nd approptlale lo provid¥ u ba818 for our opinion. Concluslons rel4tlng to going ¢on¢¢m In audlung the flnanclal 8tatemenl8, we have concluded that the trus188s' use of Ihe golng concern basls of 8ccounUng in tho preparation of lh8 fln8nclal statements Is appropriate, Ba88(l on tha work we have performed. wo have nol Idéntified any malerigl un¢ertalnlies r81allng lo events or oondilions that, Individually or eollectively, May cast signifioanl doubl on the group's or parent charltabla company's abllity lo oontlnue as a golng con¢em for a perlod of at18asl Iwelve months from whgn Ihe finandal slotsmenls aré authori3e(I for Issuo. Our r&sponsibllilie5 and the rosponsibllilies of the trustees wllh respgGI to going concarn are descrlbod in the relevant sections of this report. Olhvr Infomiation The trustees are responslble for the olh8r Information. The other information comprises the infoTrnalion included I the Report of the Trustees. other thèn the financial statements &nd our Report of the Ind8P8nd8nl Audllors Ihereon. Our opinion on the finan¢ial statements does nol cover the other informallon and we do not express any form of assurance conclusion Ihereon In conne¢tion ivilh our audit of the finanoial 8lalefftenls, our responsibility Is lo read Ihe other Informalion and, In doing so, con51der whethèr 1he other information is malerially inconslstent i¥lth the flnancral sialamenls or our krt¢￿ledge obtained in the audll or otheThvise appears lo be fflalerially mlsstaled. If lye identify suoh material in¢on6klencies or apparent m8leTI81 mlsslatements, we are required to determine whether there is a material misslalèmgnt in the financial stalemenls or a matprial mlsstalemgnl of the other inlormalion. If, based on Ihè ivork we have performed, w& conclLtde that there is a material misstalem&nt of this other inforrnalion, vi8 arg required to report that facl 21

Plone&ring Care Partnor6hlp R•port of lh& IndèpendÉnt Audltors to Ihe Members of Plonoerlhg Care Partn6rghlp (Continued) For th•yaÈr 8nd0d 31 Mor¢h 2025 Wa hav8 nothing to roport In Ih18 regard. Oplnlons on oth8r matter¥ pre8crlb?d by the Companlos A¢t 2006 In our opinion. based on the WDrk undert8ken In the course of thg audll.. the Inloimalion glven in the Report of Ihe TIu81ees for Ihe financial year for which tha financlal sla19monts Ar6 Pfepared18 consistent with Iha fmancl21 statam6nts', and the Rsport of Iha Truslees has begn prepared In accordan¢e with epplicable logal requlremenls. Matt•rg on whlch w• ar• requlrgd to r8port by gxceptSon In the IwJhl of our knowledge and understanding of the charltable compsny and Ils envSronment oblalned In the course of the audlt, we have not Idonlified matorial misstalements In the Reporl of the Trustees. W9 have nolhing to report In respeot of the following maller8 where the Companle$ A¢1 2006 requlres us to report lo you if, in our opinlon.. adaquale accounllng re¢oTds have not been kept, or r8tums adequale for our audit hav8 not been r8celved from branches not vlslled by us., or the financlal slalem8nts are not In 8greemenl wSlh the 8ccounllng re¢ord$ and returns; or ceTlain disclo8ure8 of Iw$lees' remuiioralion $po¢ifi¢d by law ar8 llot made.. OT we have not received all the Infomallon and explanallons we reqLtlrè for our audit; or the Iruslees were not enlllled lo prapare th& financlal slalomenls in accordance with lh8 small coMpanle8' rÈglma and lako advantage of the SMAII comp8niÉs' exémptions In preparing the directors, report and from thg T8qulrement to pr8pare a strategic repotL Responslbllltlas of frutstees As explaSn¢d more fully In the Slalemenl of Trustee8 Re8ponslbililiès set OLrt on p?g8 21, the Iruslees (who sre a150 the directors of Ihe charitable Company for the purposes of company lawl ar9 rosponslble for the praparalion of the rinancial statements and for bèlng $211$fted that they give a tru& and farr vlew, and for such inlerno? ￿nIr0[ as th8 Iruslee$ determine is necessary to enable the pieparalion of flnanoial stalemgnls that ar8 frea from malerLql m18slalernent, whether due to fraud or 6rror. In preparlng the financial stalemenls. the trustees are r6sponslble for assesslng the charitable comp8ny's abiliiy lo conllnue as a golng concern, discloslng, as applicable, mBllers related to going concern and uslng the going concern basss of accountlng unles8 the trustees elther Intend to Iw4uidale th8 chsrilabl8 company or lo céase opeiallons. or have no reallstlc allernative bul lo do so. Audltor's ¥&spohslbllltlès for the audlt of the linanclal statements Our objeclivès are to oblain reasonable assLirance about whether the linan¢i81 slalemenls as a ivhole are free from malerlal m1s5talemenl, Ivhether due lo f￿ud or erfor, and to Issue 8 Report ol the Indepe￿dent Auditors that Includes our opinion. Reasonable 8ssurance 15 a high level of assuranGe, bul Is nol a guarantee Ihat an audit conducl8d in accordanc@ wllh ISAS (UK) wlll always dél8ct a material mi$51alemenl when il èxislg. Migslal8Menls can arig@ from fraud or error and are consldered malerlal If. Individually or in the aggregalB. they could reasonably b8 expect￿ lo Inluance the econornic decisions of users taken on the ba$is of these financlal slalements 22

Ploneerlng Caro Partn8r8hip R¢port of the Independent Audllor8 to the Members of Ploneerfng Care P4rtnership (Confinugd) For thè year ended 31 March 2026 ITregularities, Including fraud, are Instances of non-¢ompllanco with laws and iegulalion$. Wa de$lqn procedurés In IlnB With our respc>nsibilHies, oulllned dbova, lo detect malarial misslalemenls in Ig5￿cl ol irregulari118s, InGluding fraud. Th6 extenl lo whlch our PTocedures are capable of delecling Irregularllles, Induding fiaud, ts d8tsSled below, We oblalned a gener81 understanding of tho ¢h8rilab16 compan¥8 legal and regulalory framework through enquiry of management concerning thelr und8rslandin9 of 181avant laws and regulalEons, the entity's poIIGle5 anrj pro¢￿￿ureS r6garding complisnce, and how thoy Idenllfy, gvaluale Bnd accounl for lili9ation ¢lalms. We also drew on our existing undorslandlng of thè chadtable company's industry and regulallon, We understand that lh¢ charltablB company compliés ￿th thg framelvork through.. Eftga9ing extérnal legal professlonals as requlrad and maklng changes to Intemal procedure5 4nd ¢onlro18 a5 necessary. Koy managements close Involvement In Ihe day-lo.day running of tho busin8ss, meanlng Ihal 8ny1S1igation or ¢lalms would come to Ihelr altentlon dlreclly. Monitoring of updates m8de by Tegulalory bodl8S. In the context of Ihe Sudlt, Wg consldered thos8 law8 and regulations whlch del8rmin8 Ihe form and oontenl of lh8 finhncial 8talements. whleh are central to the charltable ¢ompany's ability to ccnduct its busines5, and where Ihere 18 8 Tlsk that tsilure lo comply could r¥sull In malerl81 penalli88. We Sd8nlill@d the followlng laws and regulallons a8 belng of slgnSficance in the conlexl of thè chafilable company- Th& Companles Act 2006 alld FRS 102 In respect of the pr8paratson 8nd presenlalion of the f5nandal 1818m&nts. The Charities Aci 2011 and Ihg Charities.. .gal6Jm&nl of Recommended Piaclic8 In respe¢l of Ihe preparallon and prgsenlalion of the finanoial 51al8Tnonls. We performed the followlng speGrfIG procedufes to gain evld8nce about compllance wlth the slgnlflcanl I￿v$ and regulallons Idenlifl8d above.. Oblalnlng an underslandlng of the Internal Controls es18bllshed to mitigale risks rèlated lo fraud or non- compliance with law8 and r¢gulalions; Revi8wlng the mlnules of meetings of those Gharg6d Nvilh gDv8fnance', The senlor 81alulory audllor led a discusslon with senlor Members of the engagement team ￿g51rdIng th8 SU5Geplibilily ol the enlily's finanGlal slalemenls lo malerial mlsslaternent. Induding hoiN fraud mi9hl oGGur. The areas Identified in th5s discussion weta.. Manlpulallon ol the financial ¥talemBnls vla fraudulent journal entries and management OV8rrlding controls. The in¢orfect recognlllon of grant, conlract and sales of serviGe3 in¢o)ne Irom Iraud or eiror during the 12 month pertod Thes8 areas were communlcated lo the olher n)embers of the engagemenl team not present at the dlscussion. 23

Pioneering Care Partnership

Report of the Independent Auditors lo the Members of Pioneering Care Partnership (Continued) For the year ended 31 March 2025

The procedures we carried out to gain evidence in the above areas included: Performed data analytics on the general ledger against client specific criteria Selected a sample of journal entries using client specific risk criteria and agreed to supporting evidence Obtained third party evidence for a sample of donations, contracts and grants to ensure income was complete, accurate and occurred in the financial year.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at: wv,1v1.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report.

Use of our report

This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

Craig Henderson (Senior Statutory Auditor) For and on behalf of S&W Partners Audit Limited Statutory Auditors & Chartered Accountants

29 August 2025 17 Queens Lane Newcastle upon Tyne NE1 1RN

24

Plonoèrlng Caro Partne￿hIp Statement of Flnanclal Acllvltles (Incorporatlng the In¢ome and Expendituré Aceouftty Forlhe year ended 31 March 2025 Unre8triGted Doslgnatod R6gtrl¢t¢d funds funds fund8 Total 2025 Total 2024 Notes In¢om& Irom: Donalitsn8 Charftable actlvltles Grant InGome Contracl Incorn8 Trading aclivittes Inveslmont incomè 9,319 9,319 2.657 75,046 2,645,688 418,587 93,815 75,046 202,909 1,249,803 3,995,491 5,CK)3.973 5,665 424,432 423,705 93.815 60,229 Total InGom6 3,242,435 1,355,888 4,598.103 5,683,373 Expenditure on: R8ising lund$ Invéstment manager costs Trading activS1ies Ch8rlt8ble 8¢tlvllles 3,000 23.122 829.560 2,583,049 3,000 3,000 23,122 25,925 1,431,090 4,844,299 4,343,914 Total èxpgnditura 855,682 2,583.049 1,431,690 4,870,421 4,372,839 Net gain l 0088) on inve8tmenl$ {3,660) (3,6601 15,Q64 Ngt {expendlturelllncom8 b4foro transfers 2,383.093 12,583,049) 176,022) (275,9781 1.326.498 Transfers (3,008,424) 2,990,871 15,553 Ngtlgxponditurollincomo {623,331) 407,822 160,469) {275,9781 1,328,498 Reconciliallon of funds Tot81 funds brought forward 2,008,975 2,439,122 802,446 5,248,543 3,922,045 Totsl funds carrled fomard 1,383,$44 2,846,944 741,977 4,972,565 5,248.543 25

Ploneorlng Care Partnershlp Balancè Sheet A$ at 31 Mar¢h 2028 Note8 2025 2024 Flx•d assets Tanglble assets Investsnenls 15 16 1.456,824 307,296 829.721 307.595 1,764,120 937,316 ¢unont ass9ts Dèbtoro Cash al bank and Sn hand 17 49,629 2,680,341 522,130 4,074,868 3,509,970 4,598.798 Llabllltles Credllors.. amounts falllng du8 wllhln one year 18 { 301,5251 (282,571 1 Net currenl g$39ts 3.208,445 4,311,227 Total n?t asgets 4,972,565 5,248,U3 The fund? of the ¢harlty Unre51riclcd funds Deslgnaled funds Reslricled funds 1,383,644 2,846,944 741.977 2,006,976 2,439,122 802,445 19 4,972,565 5.248,543 The financial slal¥menls have been prepargd in accordan¢e with th6 provisions 8pplic2ble to con7panles Subject lo the small companie¥ reglmg. The financial slal8mgn18 were approved by th8 Board of fruslees on b8half by.. 2025 and weie signed on ils Healher Brew$ler- Chaiiperson Mar51yn Mohan- Trea5Ufer Company Number.. 03491237 The notes form parl of Ihe8o financial statements 26

Ploneerfng Cara Partner¥hlp Cash Flow Statpmènt For theyear ended 31 March 2026 2025 2024 Note8 Ca8h flows from operating actlvltlo3: C85h gen8raled from operations 24 (433,227) 1,133,116 Nat cash provlded by operatlhg actlvltlès 1433,2271 1,133,116 Cash IIow8 from Investlng activilie9: Pur¢has& of tangible ftsed oS8als Inlerosl recelvod Inlerest paid (871,7511 93,815 (3,1841 1551,135) 50,229 (3,473) Nèt cash u8ed In Investlng activiti93 (781,1C¥)I 1504,379) Change In cash and ¢48h equlvalents In tho roportlng perlod {1,214,3271 628,737 Cash and c8sh equlval8ntS 8t Ihe beginning of the reportlng period 4,074,868 3,445,931 Cash and cash oquivalont9 et the end of the reportlng porlod 2,880.341 4,074,688 27

Ploneering Care P4rtngr•hlp Notes to the flnancial statemonts Forthe yearended 31 March 2025 Accounting Policles 1.1 BAAI8 of prnparation of financial $tatemgnts The tinancial Glotemenls havo been prepared lft accordance wllh AC￿un11n9 aftd Reporting by Charitles: Statement of Recommended PraGliGe appllcable lo ch8ri1198 preparlng Iheir accoun￿ In accordance wlth the Flnanclal Reportlng Standard applicable in the UK ancl Republic of Irelend {FRS 102) Issuèd in October 2019. th3 Flnanclal Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), the Charliies Act 2011, the Companles AGI 20Q6 and UK Generally Accepled Praclice. Pioneering Care P8rtnership meets Iha definlllon of 8 publlc benefft entity undor FRS 102. The financlal 8talemenls are prepared on a going concem bas1$ under the historical convenllon, modified lo include certaln items al fair value. The financial slatem8nls are prep8red In 8lerling wlilch Is lh8 ft£n¢Uong1 currenty of the ¢harily and rounded to tho nearest £. The $lgnlll¢anl ac¢ounllng poll¢les applled In the preparatlon of those flnanclal s18lemenls are sel out bel¢)W. These policAeg have been consislenuy ippliad lo all years presentad unlo$s otherwl8e staled. 4.2 Golng ¢on¢ern The financlal slalements hav6 been prepared on a going concern basls. The Tru81ees (Company Dlr8clors for the purpose of Company lawl hav& rovlew¢d gnd considered rèlevant InfoTmation, Including the annual budget in maklno Ihelf ass8ssm&nl, Based on thes& assessmen18, glven th8 measures th81 COLJld and wlll b8 undert8ken to mlllgale the current adverse condiilons, the current resources available and new projecls Ir6ady confirmed for 2025.26 Ihe Trustees hgve concluded that they can conllnue to odopl the golng ¢on¢ern b85is in prep&rin9 th8 annual r8POrt 8nd 8CCOLinls, 1.3 Fund accounllng Unreslrl¢led funds be used In 8¢¢ordan¢e wilh the oharilablo objeGtives al Ihe dlsor811on ol the Irusle88. Designated funds oomprfse unreslrlcled funds that have baen set aside by the Irusleas for partloular PUTposes. The alm and use of èach deslgnaled fund is sel out In th? notes lo the financlal sl•lemenl$. Reslricled funds can only be u88d for particular reslricled purposes speclfied by th8 donor or when funds arè ralsed for particular reslrlcled purposes. Further explanallon of the nature and purpose of each fund is Included in the nole51o the f5nancial statetnenis. 1.4 Incomo All Incomlng resourGe5 are Induded It) Ihe Slalemont of Flnanclal A¢llvltl&s when the charily is legally enlltled Its the Income after any performance conditions FKgv8 bÉen m@1, thé amount can bé mèasured reliably and it is probablg that the incorne viill be received. Incorne from charélabl8 acllvilies Includes incotne iecewed un(fer contract or iv. here enllllemenl to grant funding is subl8cI lo speGlflc performance conditions and Is r8cognlsed as earned. Grant income included in Ihls category provides lundin9 to support performanc8 aclivllies and is recognis60 wh916 there Is enllllemenl, certainly of rec¢lpl and the arnounl Gan be mèasured villh reasonable Gertainty. Income recèived to d81iv8r setvlces over a specific perlod covering more Ihan one financial year is accounted for over the spe¢ifi¢ peiiod,. related expenditure Is 8ccnunled when incurred. 28

Pionegrlng Carè Partnershlp Noteg to the flnanelal statemgnts (Contlnugdj Forth6 yearended 31 March 2025 For donallons lo be recognlsed the charlly w]11 havé been nollfied ol the arnounts and the salllement dale In writing. Inlerest recelvablé on fLÉnds held on deposll Is Includod whgn r8celvabl8and the amount can be mèasured rollably by the charlly. th18 18 normally upon notificallon of the Interest pald or payable by the bank. 1.5 Exp4ndllur8 and IrreGoverable VAT Uabllilles aro re¢ognised as oxpendilure as soon as there Is a18gal or con8lru¢live obligallon commilling lh8 charity lo thal expendltur8, It Is probablè that a tsansfer of economlc benefits wlll be requlred In settlement and th6 amount ol the oblloallon can be measured reliably. Expènditure18 awounled for on an accruals basis and has been ¢18ssified undar headings Ihal aggregate all cost rel¥led to the category, Whero cosls cannot be diroclly 811rlbuted lo partlcular headings Ihey have been allocaled lo activit￿$ on È b8818 conslstent wllh the u88 of r690urces. Tho charfty Is partlally èxempt for VAT and Input VAT not recover8bla 1$ rhargad to management and adminislralion costs. 1.6 Support cost allocatlon Support costs are Ihose that asslst the woik of Ihg ¢harily but do not diie¢Jy represént charitable actlvltles and include office costs, govèrnance ¢o$ts, and admlnlslralive payroll c0318. They 8rÈ Ineurred directly In support of 6xpendiluTO on the objects of the chaTiIy. 1.7 Tonglble flxed R599ts Tangibla fixed asset8 are slaled 91 ¢081 (or deemed co811 or valu811on16$8 a¢¢umulaled depreaallon and accLimulaled impalrmenl losses. Cost Includes costs directly atlribulabl8 lo making th8 as8el capable ol operoling 9s Intended. Depreciation is provlded al Ihg folloiying annual rates in order to vinle off each asset over Ils estimated useful lrfe, Improvements to propety Hydrolherapy pool Equipment 8OA on cost 20Yo on cost 200/a- 33Q/o on Gost Assels co$ling loss Ihan El,500 a￿ nDt capltalised. 1,8 Inveslments Inveslment8 ?re r6cognised Inlllally as fair value which ig normally tho transacllon pilcg exduding IransaGtlon costs. Subsequenlly, they are measured al falr valuè through Slalemenl of Financial AclivllieÈ. 1.9 DebtOTS and credltors Demors gnd credilors ivilh no slated interest ralg 4nd recèivable or payoble wilhin one year are recorded al Iransaction prlc8. Any losses arislng from impairment are recognlsed in Ihe in¢ome statement in other operating expenses.

Ploneerlng Care PartngrBhlp Note$ to th8 financlal Statémonts fContlnuÈd) For the year endod 31 IVlar¢h 2025 1.10 Flnanclal Instruments The charitable company only has flnanclal assets and flnanclal li8b51illas of a kind Ihal qLFallfy 8$ ba81¢ rinancial instruments, Baslc financlal Inslrum&ntS 8re ini15811y rÈ¢ognlsed at Iransaclion value and sub$equ8ntly m8asurvd at Ihelr te11181n8nt V81ue wllh the excapllon of bank loans which are subsequently measured at amortlsed cost uslng Iho effective Inloie5t method. 1.11 Taxallon The charlly 18 an exgmpl oharlly within th8 meaning of schedule 3 of the Charities Act 2011 and Is consldered to pass the tgSt8 sel oul In Paragraph f Schedu16 6 Flnance Act 2010 2nd therefore It meets the deflnllion of a ¢hari18ble company for UK corporalion tsx purpose$. 1.q2 Penslon costs and other p¢)st-rotl1gm8nt benelits The char51able company operalos 8 delined contrlbullon pension schem8. Conlributiorts payable lo tho chafllable company'5 penslon sch8m8 are charg8d lo Ihe Slaternenl ol Fln8n¢lal Acllvllles in the perlod lo whlch Ihey relate. 1.13 Lèa$lng Rentals poy8ble under operallng 1988e ¢onlra¢ts 8fè charged lo manag8menl and support ¢osls on 8 81ralghl lin8 basis over the tami ol the contract. Th8 Charily extended ils léase with Durham County Councll on the Pw)neering Carè Centre durlng the yéar endod 31 March 2011. The Council will now terminate tho lease In 125 years Irom April 2010. L8asehold property improvemen1s ￿pitalis¢d aftor the exlen8lon of the lease will bo appTalsed on an Indlvldual proled bas15 and wlll be depreciated accordlnp to the Chailly's &S8essmenl of thelr useful economSc Ilfe. 1.14 SlgnlfScantJudgement8 and estlmallons In the applic811on of the chgrlly'8 a¢counling polldes the trusle6s are required lo rnake ludgemenls, estimalés and assumption5 about the carrylng amoLinls of certaln assets and liabllitles. Thè eslimales and assoclalad a8sumpt50ns are based on historical experience and other faolors Ihal are wnsidered lo ba r&levanl. They ¢onsider that ther¥ are no signlllcanl judgements aro 981imalions invoSv8d in the preparatlon of th8 flnan¢ial slaterrents. Legal fomi Pioneerlng Car& PaTinÈrship is a Company Limited by Guarantee reoislered in England and Wales. Every Fnerrbber of the comp8ni undertakes lo contribute lo tho assals if the company Is ivound up while helshe is a membèr or within one year of ¢oasing lo be a member, such amount as Tray bo required nol ex¢eeding £1. The address of the registered offica is given In Ihe charlly Information ln the reforence and administration page8 of Ihese financi81 slalemenls. 30

Pione$ring Caro Partnorshlp Note8 to the flnanGial statpmènts (Contlnued) Forth8 year¢nded 31 Mar¢h 2025 statsmènt ol flnanclal actlvltles for tho prior year Unrèslrlcted D￿1gnat9d Re6ttlBted fund$ funds funds Total 2024 Total 2023 Notes InGom• frotn: Donalions Charltable aGtivltle8 Grant income Contract Incom Tr8dlng acknvities Inv851rn&nl Income 1N97 1.060 2.65Y 18,805 60,658 3,811,942 417.990 50,229 142,251 202,909 271,064 1,192,031 5,003,973 2,628.124 5,715 423.705 438,220 50.229 14,450 Total Incomo 4,342,316 1,341,057 6,683.373 3,366,663 Exp¢ndlture on: RaiBing furKI8 Inveslmenl manager costs Trading actlvlll88 Ch8rllabl8 acliVili@s 3,000 25.926 2.687,164 3,000 3,000 26,925 23,494 1,656,750 4,343.914 3,850,235 Total expendituro 2,716,089 1,656,750 4,372.839 3.876.739 Net gain l {loss) on invèslmenls 15,964 15,964 (17,077) Net Incompl8xpDndlturè before tran$fers 1,642,191 (315,6931 1,326,498 (527,144) Transfers 19 (1,645,390) 1,80S.903 1180,5131 Net Incom•loxpendlture { 3.199) 1,805,903 (476,2061 1,326,498 (527,1441 Reconclllatlon of funds Total funds brought fonvard 2,010,175 e33,219 1.278,651 3,922,045 4,449,189 Total funds carrled forward 2,OD6,978 2,439,122 802,445 5,248,543 3,922,045 Donatlons and legacie 2025 2024 Donations and glfts 9,319 2,557 9.319 2,557 31

Ploneèrlng Care Partnetshlp Notes to thè flnanclal statements (Contlnueo)T Forlhe year gndod 31 March 2025 Incomè from charltable aGtlvltles 2026 2024 Grants Contracts 75,046 202,909 3,995,491 5,003.973 4,070.537 5.208,682 Analysis by fund.. Unreslrfcled fvr¢ds Reslrlcled fvnd$ 2,720,734 4,404,438 1,349,803 802,446 4.070,537 5,206,882 oth8rtradlng actlvltl•8 2026 2024 Hydro pool takings Rents and $8rvlce charges Fges and room hlrè Therapy Income Classes an¢J ¢our8es Coffee shop Opllons Fund18i81ng 18,308 319,594 10,573 5,136 3,468 36,458 12,175 11,718 13,864 312,402 26,340 6,962 1,193 38,523 16,743 7,678 424,432 423,705 Investment Income 2025 2D24 Bank interesl receiv8b18 Inv881mgnl Income 87,454 6,361 43,728 e.501 93.815 50,229 Ralslng fund 2025 2024 Coffee Shop Hydropool maintenance Inveslmenl manager 17.620 5.502 3,000 19,537 6,388 3,QOO 26,122 28,925 32

Plone&rfng Care Pathèrshlp Not08 to th8 flnanGIHI $latoment8 (Conlinued) For th¢ yèarendod 31 March 2025 Charltable actlvlti8s co3t$ Dlrect Support costs cotsts 202 2024 S81aTies & related ¢081s Room hire Travel and subslslonce Acllvlty expendlture Paymènts to Partnèrs Miscellaneous Office Costs Tiainlng Rent and rates Markellng Le981 and profgssional Bank charg8S Depreclation lffecoverable VAT 3.376,118 31,378 55,409 219,451 466,388 14,870 248,313 25,114 132,657 12,660 68,132 3,164 44,649 49.917 67,658 3,443,776 2,996,756 31,378 32,711 61,514 60204 219,451 375,825 466,388 265,976 17,620 19,537 250,688 254,984 25,114 29,401 138,948 125.th3 18,222 78,819 3,473 27.419 59,424 6.045 2.75Q 2,275 8,311 11,000 79,132 3,164 44,649 49,917 4,748,260 96.039 4,844,299 4,343,914 An$ly818 by fund: Unreslrlcted funds Reglri¢l¢d fund8 3,412,609 2,687,184 1,431,690 1,656,750 4,844.299 4,343,914 10. Supportcosts 2025 2024 stalf cosls Premlses costs TTavg1 costs Offi¢e costs Governance co¥ts 67,658 6,311 6,001 5,025 11,044 12,791 12,4D3 5,327 4,747 7,028 96,039 42,296 11. GovernanGe tosls 2025 2024 Truste8 8xpenses Audit fee 44 11,cM)O 28 7,000 11,044 7,028 33

Pionegrlng Gare Partnershlp Not&8 to th# financial statements (Continuedj Forthe yoarondod 31 March 2025 12. Nèt Incomellexp$ndilur8) Net incornellexpendilure) Is slated after charglng., 2026 2024 Fees payabla lo the company'8 audltor Depfec5alion Operallng lease renlak- prop8rty OperAllng10858 r8nlal8- equlpmenl 11,000 44,648 33,535 5,202 7,000 27,419 32.580 5,400 13. Audltors, Mmuneration 2026 2024 Fees payable lo the charllV8 auditors for Ihe audit of the charily's annual accounts 11,OOD 7,QQO 14, Analys1$ ol gtsff ¢o$ti. trust68 ramuneratlon 8nd oxpenses, and th& cost of key managémènt pèr8onnal 202S 2024 Wages and salaries Social secLiilly cosls Other penslon coals 3,098,077 2,706,883 252,741 208,287 89,741 78,614 3,440,559 2,Q93,764 The average monthly nutnb&r of employees during tho y8ar was as follovis., 2025 No. 2024 No. Chlef Executive Senior Managers Quality, HR & FinanGe staff Adminislralion & support Olher proje¢l staff, etc 22 97 18 95 136 12Q 34

Pionèérfng Care Pathership Notes lo the financlal statgm•nts [Contlnued) For the year ended 31 March 2025 14. Ana5ysls of gtsff ¢o$ts, trustee r8munoration and expenses, and thè cost of key rnanagement por6onnel (Contlnued) The number of employees whos& annual remuneratlon was £60,000 or more were: 2025 2024 No. £60.000 to £70,0 £80.O)o to £W,OCQ The charlty tru$lee8 were not pald or re¢elved any other benefits from employment in the yegr {2021- £nll). Threa Irustees w8re reimbuT58d exponses during lh& year of £44 {2024- £28). No charity Iruslee r80olved payment for profes81onal or other servl¢es Guppli&d to tha chaAly (O. £niD, The k8y manag$menl personnel include Ihé Chlef Executlve, ExecutN6 Lesds and Prolecl and Peoplg Managers. The lotsl employe8 bénefits of the k8y m8n$gemenl personnel of the charlty weie £481.D74 (2024 - £349.1461 35

Pioneewlng Care Partnership Notes to the flnanclal statements (Contlnued) For thoyoaronded 31 March 2026 l& Tanglble tIx8d assots Offi¢¢ Equipmgnt Improvements Hydropool AUC Total Cost Al 01 April 2024 Additions Olsposals Transfèr8 37,343 5,288 1751 252.100 147,082 .508,540 978,888 871,751 (765) 708,121 508,546 {508,546> At 31 March 2025 42,556 399,182 1.216,667 1,849,872 Dopreciation Al 01 April 2024 Charye Dlsposal8 37,032 1,559 (751 160,253 15,773 349,165 44,048 1785) 15,173 At 31 March 2025 38,516 176,026 15,173 393,048 NÈI Book Value At 31 Iliaroh 2026 4,040 223,1 S6 1,201,494 1,456,824 At31 March 2024 311 g1,B47 508,546 629,721 All fixed 88sel8 arè for direel eharitablè USÈ. Ourlng the yeaT ended 31 March 2011 Hn exlension to the Pioneorlng Care Centre wa5 (a)mplet8d. The exlenslon i'las devoloped by County Durham Council Lind8r a partne￿hIp agreemeftl with PCP 8nd was luii(t¥d by lh8 Comrnunily Assets Piogramme via The Big Lotleiy. As part of Ihls partneiship agreemenl, on c'ornplellon of the building, Durham County Council adlusled the lerms ollhe lease of the Pioneering Care Cenlre to PCP to a long-lerm leasehold 01125 yeers, starting in April 2010, al a pspperGoin (enl. Leasehold propgtly lrnprovemonls capilalised afier the gxtenslon of Ihe lease will be appraised on an individual proJ¢d basls and ivlll be depreclaled according to the charity's a5se55menl of Ihelr useful eronomic life. 36

PloneeTlng Carè Partnorshlp Notos to the financial ¥tatsment8 (Contlnued) Forthe yearendod 31 Mar¢h 2026 16. Flxad asset Investmgnt8 Llstgd inv•$lments Total Cash In portlollo Cost or valuallon At 1 Aprll 2024 Addition8 Dlsposals Re&llsod Investment income Investment Manager Fees Valuatlon galns1105se5 278,7S9 83.705 (62,780) 28,740 (83,705) 62,780 6,361 (3,OCQ) 307,499 6,361 . (3.1)OD) (3,564) <3,5841 Al 31 M8rch 2025 296,120 11,176 307,296 Llslad eqully Inv¢slmenls Ihat are traded on a quoted m8rk81 ar9 held gt fair value d81grmined by reference lo Ihe quoled prlce foT identl¢al assets In an 8cilve market at IhB balance sheet date. 17. Debtors: Amount9 falllng duo wlthln oneyear 2025 2024 Trade deblors Prèpayments 8nd accrued income Other Debtors 507,724 140,601 1,304 414.794 105,771 1,565 649,629 522,13D 18. Craditor8: Amoiints falllng due withln one yoar 2025 2024 Trada CT8dilors Social serurily 8nd other taxe$ Olher ¢rodilors Accrued expenses D6fer(ed Incorne 81.093 80,448 18.304 100,748 20,934 83.636 82,951 17,267 101,258 461 301,525 285,871 37

Pioneering Cara PartnÉYshlp ' Notés to th8 financlal statements (Contlnued) For th¢ yèar ended 31 March 2025 19. Statement of fund8 or d8d31 Ma Balance at 1 Apiil 2024 B8lance at 31 NlarGh 2025 Inv8stm8nt Incomo Expendlture gapns11086es Transfers Unreslricted funds Gen&ral fund3 2,006,976 3,242,435 (655,682) 13,6eo ) (3,006,424 } 1,383,644 06s19natsd fund8 Hydropool Centre renovation Project fund 1,201,494 1,201.494 (612,585) 2,401,962 1,845,450 612,585 1,826,537 12,583,049) Total UnrestrlGted funds 4,446,097 3,242,435 { 3,438,731) {3,6601 115,553) 4,230,588 Re8trlcted fund Growing Our ComFnunity RCG M8pplng Granl Befr18ndlng Safe Haven Heallliwalch CIC Covid 19 Resilience Hub Befilending Re$garch Projed Young Adults Support Café LD & Aullsm Research Stockton Covld Champlons Qplions So¢lal Club GAMP Lunch Club Grant 8ig Arts Projecl Cancer Champion8 6,534 92,658 1,190 8,534 49,265 253 254.g39 9,175 158,212 94,359 (43.391) 1983) (287,05S I (1,000) (758,769) 1141,119) 28 451.713 (4,742) 10,175 212,863 233,353 4,519 78,662 58,165 3,348 6,060 704,118 2,125 (4,519} 275 130,000 5,865 125,021) 1154,7871 16.717) (6,973) (5,895) 53,816 52.279 2,494 18,901 913 5,000 10,000 51,546 9,105 51,546 Totalrestrl¢ted lunds 802.448 1.355,668 (1,431,690) 15,553 74J,977 5,248,543 4,598,103 (4,870.421) (3,660) 4,972,5&5 Total Re$oNès 38

Ploneerfng Gare Pertnership Noleg to the f]nancial statements (Contlnuod) Fortheyearond8d 31 March 2025 19. Statèmènt of funds {Contlnued) r8n 8d 31 Msmh 2 24 Balanco at 1 Aprll 2023 Balan¢e at 31 March 2024 Investment In¢ome Expendllure galng11089¢s Transfors Unrèstylctad funds Cenoral funds 2.010,174 4,342,316 { 2,718,089) 15.964 11,845,390) 2,006,975 Doslgnaled fund8 Hydrotherapy pool renewal Contrè r8novallon Proled fvnd 161,065 438,222 33,932 I f61,0651 174.363 612,585 1,792,605 1,826,537 Total Unrestrletsd funds 2,843,394 4,342,316 (2,716,a89) 15,964 160.513 4,446,097 Regtrlcted fiind Hydrolhefapy pool 71,926 Growlng Our Community 6,534 RCG Mapping Grant 134,612 Befrlpndlng 3,405 Safe Havèn 97,204 Heallhwalch CIC 10.175 Covid 19 Reslllence Hub 271,307 Befriending Research Prolect 432.998 Young Adults Support Café 5.478 LD & Aulism Research 169.585 Wélfare Roadshow 5,000 Lottery development Alliance work 22,908 stod(lon ResllienGe Project 10,000 Stockton Govld Champions 34,526 Options Soclal Club 2.994 GAMP Lunoh Club Grant 124,776 18,576) (188,1251 6,534 92,658 1,190 95,023 10,175 212,863 233,353 4,519 78.562 (41.S56) 12,758) { 451,2CQ ) 754 449,019 1210) 630,111 { 688,557) { 199,646) {959) (91,023) 18,028) (25,657) 18,182) 1125,126) 15,570) 11,515) 1,026 2,749 122,900 5,922 7,575 25,885 58,185 3,346 8.060 Total restricted funds 1,278,fj51 1,341,057 11,656.750) (160,513) 802,446 3,922,045 5,683,373 14,372,839) 15.964 5,248,543 Total Reserves 39

Ploneerlng Carè Parth•r8hip NoteB to thè flnanclal Statornents (Contlnued) For the year ended 31 March 2025 19. Statement of funds {ContlnuèdJ C8nlre Renovation fund Is th8 amounl sel 831d8 for the planned replacemènt of the Hydrolher4py po¢[ end to provlde an exlenslon for th6 Options Room at the Plon6erlng Care Centr8. Piolecl fund Is TruslÈ83 approved the 2024-25 budgot whkh Included ulilisabon of surplus acr08s a number of project aréas which provides agreed 4ddilional capacity and resour¢g$ to BUPPOrt people In our community, Hydropool- Designal¢d funds waro alloraled 8paclfically for tha d8velopmenl and maintenance of a b8spoke hyrtrolherapy pool al the Pionoerlng C8re Cenlre. The renovatlon works were comple18 durlng 2024.25 and the Hydrotherapy Pool reopen to the public In October 2024. Hydrolh8rapy 1$ a Iheiepeullc avld8nc8-based $ervl¢8. supportlng and enhandng rehabi1118llon, incre8slng moblllty, redudng slress and improving wellbelng. The Befrfending projecl offe18 faoe to face 4nd vlrtual 8UPPQrt lo local people 8Sming lo t8ckle Isolallon and reduce feelings ¢1 isolÈlion. PCP s8Gured fundlng for COVID 19 Resillence Team (Durham) lo help provlde Access lo and local support for COVID-19 8peclfio m&nl81 health and emollonal wollbeing n¥¥ds wilhln County Durham. The Re8eafch Teams undertake specifi¢ wmmunlly research to 8UPPOrt a co-ordinated and evldenced bas8d approach lo servi¢e developmenl. Toplcs Include bolrlending and peèr support, learnlng disabilily and 4ull.qM, and tha aflecl of COVID. Young Adults Support Café provides an opportunily lor young adults to soaalise, dèvelop resili¢nc6 and work on ¢oplng slralegies Io ald posit￿e menlal h8allh. Lollery d8velopMent Alliance work- PCP se¢ured grant funding from Ihe Nailonal Lollery to work wllh Publlo Hoallh, lnlegraled Commlssfonlng and the voluntary and communlty seGlor exploiSng Ihe polenllal of a Foverty & health elliance. Th8 Slocklon ResSllenco Project offers support to help in¢rease emoliongl and mental resilience In response to Long COVID and the Impacls of Isolalion, shleldlng and governmenl reslrSctions. The Slocklon COVED Cornmunily Champion5 programme supports public health messaging ID dispel myth8 and help communltri underslandlng. Opllons soclal Club 1$ a member led evening acliwly provlding adLills wilh learning and phy8lcal disabilitles to sodall$8. Welfare Roadshoiv Is a grant lo del￿er 3 events across the GAMP area, Ihese evenls supported local people 8ffected by welfare r&foTm and the as50c*aled issues such as efflplayability, povetiy and housing. along with other conc6rns. GAMP lunch Glub is a granl to deliver a sèrles of 4, 8-weeK cou18os, almed al supporting residen18 wlthin the GAMP area. Th8 cou(ses viill b$ supporting those iiiho have boen irnpacted by both the Gosl-of-living increas8s and who are still feeling th. Impacls of the isolation caused by COVID. 40

Pioneoring Gar• Partnershlp Notes to the finanGlal stalements (Contlnue(JJ For the year ended 31 March 2026 Growlng our corTJmunity wa8 formerly Ihe Dementia Friendly Gard8nlng grant which wa5 recelved from Durham Counly CounGS1 to support the Dementla Friendly Café, RCG Mapp1ng Grant - PCP socured resouf¢a to support the dèvolopment of Infom811on plalform$ for Chlldren and Young People and Adults to SUPPDrt Ihe work of Cuunly Durhams Mgnlal Health Partnershlp and th8 Resilient Communities Group, This giant was awarded lo enabl8 8o)ping, tasling and developm8nl prior lo laun¢hing 8 plalfomi (website} for use by local people. Thls work was due lo fully ¢ommen¢e 81 tho end of2019.20 butwa8 d85ayod due lo COViD-19. Safe Haven - 89 parl of a nallonal NHS Transformation pllot PCP has b8gn tommisslon8¢ to dévetop 'Saf6 Havens, across lh6 communllles of County Durham and DÈrlinglon. Thls work was due to commen¢è 8t the 8nd of2019-20 but was dolayed du8 lo COVID-19. Heallhwatth CIC r818188 to funds tran8ferr8d to PCP durlng 2016 lollowing the closure of tho organlsation. Cancer Champlons - The projeGI will use exlsllng nelworks to raisg awarenegs of the Symptoms of common cancers asross County DLtrham. PCP wlll employ a worker ivho wlll 8UPPOrt Workplace H$allh Advocates lo achelve Cancer Ch8mpion accreditation. In addition lo raising awaren8s$, dlgital 18chnology wS118180 be d8veloped to support the Irslrting of further Cancer Champlons b¢th in Ihe workplace 8nd the Gornmunlty. 20. Analysls of net assets orthé encled 31 Unrostrletod R88trictèd funds funds Total Fixed assets Investments Nel Gurrenl asselsl(li8bllltlos) 1,456,B24 307,296 2,466,468 1,456,824 307,298 741,977 3,208,445 4,230.588 741.977 4,972,565 Forth ncfin 31M 2024 Unrestricted R6stri¢19d fwnd$ fund8 Total Fixed assets Investments Net cijirent asselsllliabililies> 629,721 307,595 3.508,782 829,721 307,595 802.445 4,311,227 4,446,098 802,445 5,248,543 41

Pioneorlng Care ParthÈfrshlp Note8 to thè flnanclal stRtsments (Contlnued) For the yeay •rtded 31 March 2025 21. Pensions The charity oper819s 8 defined Gontrtbulion penslon plan ltsr Ils employees. Th• amount recognls6d as an expense In the period was £89,741 {2024 . £78,614). 22. Loa$lno agreemènts Land & buildings 2026 2024 Other 2025 2024 Explrlng.. thin one year Between one and five years In more than fNe y8ars 33,535 16.810 105 32,660 31,380 5,202 4,155 5,400 7,833 60,450 64,iM6 9,357 13,233 23. Related party dlsclosurès There were no r61aled party Iransa¢tlons. For the year ending 31 March 202512024 - none). Roconclllatlon of not income to ng1 cash from operotlng aclivltles 2025 2024 Not <expendiluf6)lincoma forthe reporting period (as per the slalemént of financlal activiliesl Adjuslments for lrnvestmenl In￿rne Inlèresl payablé Dtrprecialion ¢hafg68 Unrealised gainslO08sesl on inv¢slmenls Ilncreasél In deblor8 lft¢re2s81 In creditor$ Mov6menl in cash < 275,978) 1,326,498 (93.8151 (50,2291 3,164 3,473 44,648 27h19 3,660 (15,9541 (127,4991 1204,260) 12,593 49,679 (3,510) Nel cash provided by opèrallng eclivilies { 433,2271 1,133,116 42