2025-03-31-accounts

REGISTERED COIIJPANY NUMBER: 09544506 (England and Wal•sl REGISTERED CHARITY NUMBER.. 1161998 REPORT OF THE TRUSTEES AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 FOR CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY Gibson Whrtter Limrted Statutory Auditors Larch House Parklands Business Park Denmead Hampshi P07 6XP

CEKfRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY CONTENTS OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 R•port of the Trn8t••s 1 to 18 R•p¢)rt of th• Independtrnt Audltorn 19 10 22 Statsm•nt of Financial Activit 23 Balance Sh¢•t 24 Cash Flow Stat•m•nt 25 Not•s to the Cmh Flow Slat•m•nt Nat•s to th• Financial Stat•m•nts 27 to 37

CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025 The trustees who are also direthrs of the d￿rity f￿ the purposes of the Companies Acl 20C6, present their report %Mth the finanual statements of the tharity for Ihe year ended 31 March 2025. The trustees have adopted the provisions of Accwnting and Reporting by Charibes." Statement of Rewmmended Practice applicable to chathies prepariry their accounts in accordance with the Financkal Reporting Standard applicable in the UK and Republic of Ireland {FRS 102) leffe¢live l January 20191. OBJECTIVES AND ACTMnES Introdu¢tlon nol 1$ a UK charity to accelerate the agency, presen¢e and inffluence of sooal impact organisatsons in the technologies that affect us all. 2025 marks the tenth annNersary ofthe charity. Sirbce 2015. we have been supwrtir4J S￿al impxt organisations to make the fullest use of digital technology - and working fiJndeTS, partners, digital specialists. govern￿￿nt and other stakeholders to create a netsvorked environment of sUPPOrt for the sector. C￿er the past 12 months, CAST has been incwsingty focusing on suppo￿"n9 the sector with Al. Our mission is lo ensure that every UK socol impact NganLsab"on has the skills. confidence and oppothn lo harness the full pw of dvjital. We wryk diredty ￿ so¢K11 impa¢t organisations. helping them lo become more respon$Ne to their audiences. changing needs, behaviours and expe¢tstiMs, mo lest-driven, and m￿e confident in embeddirvj thgital pr￿lpleS into their cffgan1￿I10nOI strategy, CU￿Ure and services. We also work closety with funders, advisory b)dies, advocacy cdlectives, sector leader5 and digital speeialists, to radicalty improve the qualty and range of digrtal tools. training. funding and advice available to the sector- and to maximise Ihe uptake of Itwe offerings. We ¢onts"nually strive lo make ConneCt￿nS betsveen all parts of the sector. as well as across the supporting infrastructure - e.g. sharing needs. Fmnb"es, concems and success stories with regard to Al acTOS3 and bets¥een the social and funding ￿MmUnty. in ￿der lo mobilise a collecb.ve support effort. Central lo this is our commrtment to worknng in the open." v* $hare w& are leaming. and buikl on thg work of other5 through reuse. This reduces the costs of change. ￿lIst enabling pace and sca￿. By buil¢Jing $0&81 sector OTganisation$' digital capacity, CAST helps them to become better equipped to thrive in the face of rapid S￿181. e¢onomi¢ and te¢hndogical char¥Je. Page 1

CENTrE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025 OBJECTIVES AND ACTMTIES How CAST ¢ontrlbut•s to the publlc benefft CAsfs vision is for an empowered, v(￿1 and infiuential (x¥il ￿, resilient and responsive lo the changing needs, behaviours arKI expeclakncffls of their (xthmunities. confidently using dyital tools to achieve individual and o)IlectNe impact. The capacity for charitses and social impact WJ8nisations to C￿ate public benefft relies increasingly on their access to - and effective use of - digrtal tools and approaches. The spaces where people gather. connect and access infomiation are, in the main. conb"nuing to shfft from pfiysKal to digrtal. And so rf charib'es do not have a strong digTtal preseno - and the confiderKe and support to adopt new technology such as Al as it emerges- their vital services will become Itss visible and accessible, and their infiuence will be diminished. This is vthere CAST comes in.. VIE th vith charittes and sctia impact OTgani8ations to help them embed digital and design across their servrE$. strategy and govemance as standard and to explore new technologies such as Al as they emerge. We also %)rk closety wih funders and secfrf leaders to create an environment %thich SUpp￿ts and encourages Char￿e$ lo expkne the full potential of existing and emerging te¢hnologs. As laid out in our Theo ofch e V•E sUp￿t charibeg to develop their agency (developing skills, relabonships arKI practices)" presence {c￿lIng charity and sector owned technologies) and influence {5UPPOrting leaders to have grew voice aNI beyond the sector) in the technologies that affect us all. The way in which we deliver $UPF¥)rt can be described by three parts.. 1n￿jbate sector and community.led interventions, trHJilding the besl environments and teams to develop and scale social impact through digital., we design and deliver training, peer support and prty3ramme$ thal help devek)p the agenw and capability of irKlividuals and organisats'ons to Use dw3ts1. dats and design to achieve their obj'ectives - and we host and 5UPPOrt collectr.ons of expenments into how emerging technology, partularly Al, can bring about soual value". supporting shared testing aThJ leaming so the sector makes quicker progress in the ethical use of digital, data and design posthe social impa0. At the heart of all parts is CAST as a ¢onngctor - betsveen charities. funders, leaders and digrtal exFerts. Our connects.on wilh multiple 1￿ChP)ints awss ts serknr rne￿ that we are at the fcfefront of understanding emerging trends and needs - and flexing our approaches xcordingty. in order lo offer the most valuable and timely support to the sector arKI the cornmunrtie5 rt serves. As such, a major part of our focus over the past 12 months has been workn.ng thousands of swal impact organisations, funders and sector leaders lo identfy the key challenges and opporlunities thfjth regard lo Al, and deggn muttiple strarKIs of support and conneth"on, engineered to meet the mosl pre$sing needs and prioribes. CASTS rrk revofve$ arJJnd the core aim of buihjing up sockryl impact organisation$' digital agency, presence and influence - so that they become stronger and rrNJre sustainable ithin themselves, and better able to deliver consistent value to the public. In accordance th the requirements of Ihe Charibes Act 2011 and the asswated Charrties (Accounts and Reports) Regulations 2008. the trustees confimi that they have coMpl￿d with their duties to have due regard lo the guidance on public benefft as published by the Chanty Commissp)n. in eXerci￿n9 their pmrs and duties in the year Lbnder review. Page 2

CENTrE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025 ACHIEVEMENTS AND PERFORMANCE R•viw of p•rfornian¢• and a¢hi•v¢monts Providin direct su rtvia i mm Over the reports'ng period. CAST has connected ith thwsands of S￿al impxt (￿ganI&￿10ns, helping them to harness the fvll p￿r of digital - and with hundreds of fundeTS. parlners, digrtal speryalists and other key stakeholder5 to create an enVIK￿Ment that supports this. We have pmwded irpdeplh 5UPPOrt via a number of in-depth, long-tem programme5. narne￿ the Youth Sector Innovation In1￿￿310r. Communty Expt¢￿. Digtsl Campus and Deloffte Digrtal Connect. t r Innova r (YSIII CAST join forces tyth Nalional Citrzen Semce Twsl INCSI to set up three projects lor 'ln¢ubators'l. eath tackling a unK4ue challenge, with the uttim*e aim of creatsng a surte of innovabve digital solutions to boost soaal cohesion among young people. Central to the prograrnme was the specrfic design of the mcbreaking. I really hope that CASTS way of working can become the blueprint fvture deveknpments in the sector.. Isee timonials reel for full quole.I We are currenuy in the process of pulling together all the evaluation from the NCS project into a report lo present lo DCMS (the Department for Curture. Media and Sport) - and we'll be publishing findings and key leamings from each of the In￿ba19r teams. $0 that the wider sector can benefit from these. We'll also be activety seeking follow-on funding for eath of the prodLKts created. Communi Ex lore is CAST'S six-month Furthr Plus programme, designed to help commLbnrty businesses explore the development of Communjty Tech using user-centred design prc¢esses. The most recent version of the programme- provided as part of Power lo Change and Promising Trouble's Discove Fund - wrapped up in May 2024 and was delNered through a mix of content and leaming experiences. As the programme WTapped, parbcipants were encoura ed to think aboLrt itchin for further fundin and supported to create short videos setting out their solution ideas to funders. We also made a libra of Commun Ex lore assets available lo the wdef sector. Feedback from programme parbapants was very positive. 100% stating that the programme helpe¢J them ineAease their wifitjence in carying out user research to better understsnd benefi¢iaries' needs. Page 3

CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY R￿oRT OF THE TRUSTEES FOR TTrE YEAR ENDED 31 MARCH 2025 ital Cam us is a 1&month programme of supwt from CAST, thi¢h provhles participants access to tools, support antj hand$-on training to build their kn¢y￿edge and confidence digital. During the most recent ver$￿n of the programme - V&thich rolled out for a consorbum of organisations convened by Refugee Action. and wrapped up in D￿mber 2024 - we ran a serie5 of three Al msstertlasses deSig￿d specifically for the forced migratJn sector, and delr¥ered a Housi CtrDes Trth parti¢ipalir4J Organisations. Deloitte Di is a programme des19r￿d and delivered in partnership with Deloitte. Over the course of Six months. parti¢ipant$ are supported to make Pfogress on an existing organisational digrtal challenge by pultt'ng their benefficiaries at the heart of the solution. The third edthon of the programme wrapped up in May 2024, with 100% of partiapants repNting increased confiderte in apptying user<entred design, and 95% feeling more confident leading digital projects. More infmnatson can be found in the im lestsmonials reel - as Njtll as in post-programme inteThie￿s wth The Brilliant Club and Advice Nl. Since the third edIt￿n of the programme vKapped up, Deloitte have been investing in the core capxty of the CAST team to deliver Al-related support that is targeted towards the most crib.cal needs of the sector - and scaled to ensure that as many people as possib￿ can benefft. Ung ieamirgs from po$t-programm& surveys and wider sector rvaearch, as well as insi9hts from the CAST and Delortte anel sessi lin %thich nonproffts shared real-lrfe Al use cases). we have vh)rked tO9ether to develop a surte of events and resources designed to support the sectLV'S ￿spOnse lo ￿. Hd in toim rove di ital skills and confidence across the sector In addition to the longer-term support inlervents.ons as laK1 (xrt above. we have also continued to run our short-course Desi nHo s. which teach parb"cipants a slby-step method for user centred digrtal design. During the reporting penod. delNered a DesKJn Hop funded via the Esmée Fairbaim Foundation initiative lsee the 'Providing continuty for Catatyst4ed serwces, section on page 9 of this report). We shared tr Des￿rt Hop infomiation and signup link wa our newsletter and soaal media channels. a5 well as %wth more than 100 CVS ￿JanIsattOns. in order to reach a wder dNerty of part￿ipants. We also Iweaked the delivery of Ihe initiative in line with feedback ￿'d received from wewous Design Hops. 22 people (from 21 tyganisationsl partirypate(l in the DeS￿n Hop. In a post-prc3ramme survey, 69% of respondents indicated Ihat they had shared the user research tèchniques and resources leamt ￿ the De$ign Hop with colkagues, supporting the hypothesis that the Design Hop has a ￿der reach and impact, extending beyond the partiapants themsdves. In addrtion, 77% of survey respondents intJi¢aled that, following the Design Hop, their lhinkn.ng had shrttthy to from solulion thinking towards problem thinking - and 100% of parb"upanls ststed that they fett more C￿r￿n1 usiThJ a deswjn process vAthin the organisalion they represenL follwng the Design Hop. We￿e also conb'nued our Di ital Foundations work, supports.ng rrial sector stsff lo improve their digital skills and confidence, $0 that they are better equipped to SLJPFrtyI the individuals and communities they serve. A central component of this inth"ab"ve has been teStI￿d essential sknlls re$our¢es developed as part of the D. Skills FramevK)rk. ¢realed in partnership with Scouts. In the summer of 2024. we published an art￿le oulining fN strat ies for boosb'n staff en ement with di rtal skills based on the leamings from our research project ￿ganiSat￿S piloting the Framework. During the repth.ng period, we We￿ seeking nding, alongside maintaining the Framework's Steering Group, WM) We￿ prowding input on how lo govem, develop and scale the framework. Due to a lack of funding, we have not been able to prCrf3￿$$ this at the scale we had hoped", hrmever. one of the rxganisatsons that has embedded the Frameth has provided suggesknons and ￿SoUrCes. so will be implementing these, as well as fijrther developing the new Al . and ￿ plan to make the Framth¥ork pthlic in the cyjming months. Page 4

CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025 The initialNe also feeds into the vrtirk of the D. itslP Allia￿. t*thi¢h has Sho￿ core needs aroun¢J raising public awareness about the wnportance of digital skills, and the range of support that is available. CAST has been an active member of the th'gttal Povety Allrance IOPAI'S National Delivery Committee for the past years. Throughout this tiffle, we contributed lo shaping national conversations and actsons aimed at tsckling digital povety across the UK. Our involvement allowed us to colaboTate a wde range of partners and Share insights from our WTth civil xoety organisatb)ns to inform policy and praclice. Our partiupation in the commrttee conts.nued untrl December 2024, when the DPA undertook a strategic review of 11$ govemance and engagement str￿re$. As part of this review, the National Delivery Committee was disbanded to make way for a ne•W phase of aclm.ty and stskehc4der engagement. CAST ￿M31n$ committed to SupP)￿n9 efforts lo eliminate dvJrtal p)vety and wll continue lo engage wth the DPA and other sector partners in future initiatives, induding ￿ntrIbU1]ng to its r)ew Charty Network. We￿e also made updates to our evergreen dwital skills resources, induding the th ital Toolkit- a collection of 30 free tools and resources. designed to Sup￿ organisations moving through the process of researching, defining and developing a digrtal woduct, platform or service. Over the re￿rtIng period. we have redesigned sections and updated page layouts to improve the user expeneno, and added in new Al ￿$OUrCes, each wrth their own new Wofkbooks in Gtwle SIKles We've also been linking lo the resour￿$ in the Toolkit MO￿ frequently- including in our Digrtal Skn"Ils Framework and seW-seNe Al course- which has led to an increase in traffic and page views to the srte.. throughout the reporting period, the srte attracted 5.400 page ￿eV&S- a 41% increase on the s￿e period last year. Identi in needs- and mobilisin su afound Al Over the past year, we - along wrth many others a¢ross the sector - have observed a sharp rise in the prevalence of Al, to the point wknere rt is ncmf forming the basis for the maiorty of emerging needs, opportunities and con¢ems, across not onty the sectof bLrt also the supporb'ng Infrastructu￿ of funders and other organisatsons. We￿e seen this evidenced not just on a qualrlatve ￿15. through the regular conv￿58t10￿S we're having with charities, 50cAal impact organisations, fiJnders and sector leaders - but also the quantitative data that Comes in through our various Communications channels". for example, the three mosl-a¢¢essed pages of our webstte from January lo March 2025 were all A1-￿I￿ed. dearty demonstrating the rising demantj for - and interest in- Al-related support and xbvty. By way of response, have foojsed much of our time over the past year into supporting charities, social impact organisations, fijnders and other Stake1￿IderS to TesporHI to the challenges and opportunities presented by Al, MI OT¢Jer to bring about ￿$rtNe social change. Central to this, has been our Al survey." a sector-w￿se study, designed to gauge needs, b8ha¥iours, worities and concems with regard to Al. We rolled iyjt the first version earty in 2024. and used the results - in conjunction with other research induding the tta ital Skills R ort - to [￿0VIde support direcdy to charities and social impact organisations. as well as lo inflUer￿e the response from grantmakers.. we 5ummarised the Survey results and our associated supwjrt ¢)ffen"ngs in this Al bl . Naturalty, Al is now a thread that weaves throughout many of our prqe¢ts, prcgfammes and peer groups as stsndard, and so it aprears in other a￿3$ ol this report- but in this secb"on. ￿￿,11 tske a look at some of the key stsn¢Jalone Al support interventions offered by CAST over the ￿portir￿j perw)d. Al for Grantmakefs rou '. We set up the Al for Grarrtmakers group in December 2023 - and it has subsequentty grown to comprise 270 people from more than 200 Trusts and Foundations acTOSS the UK. The group meets online every six weeks to discuss the ¢hallen9es and oPp￿tUnI￿.es Pfesented by Al - and in February 2025, we collaborated vthh The Nats"onal Lottery Communty Fund lo host an in-person event al London'$ Bishopsgale Insb"tute, designed to help align fvnders, efforts to support the sector with Al. The event was attende(1 by 140 people from Trusts and Foun¢Jabons around the UK.. we have summarised the key insights and refie¢ts'ons shared in this Al mm Page 5

CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025 Cha Al Task Force.. FetrAuary's fmder evit {see above) saw the official LaW￿h of the Charty Al Task Force, sel up and cwhaired by Dan Sutth (Director of CAST) and Zoe Amaf {Founder. Zoe Amar Digitall. The task force Ivthi¢h emerged as a concept folhmng an in-per50n gathwiny of sector leaders in November 2024, convened by CAST arKI Zoe AmaT) aims to campion the ￿sponSible. inclusNe and collaborative use of Al a¢ross the social sector. The Lgunth resulled in media coverage across a range of key sector tities - and prompted interest frorn more than 50 organisations inlerested in joining the current 20+ member organisations. One of the Task Force's first cdle¢tive activibes was to draft and delNer a res onse to the ovemmerfs Al O n Pl n. discussion around this took place during the repo￿.n9 penod, with the resuAing response being delivered at the start of May 2025 and generating coverage in key sector Al seff-serve couwse." We￿e seen. through research re$utis- and heard, through frequent conversats.ons with organi$ations all over the UK- that one of the most common blockers in temis of stsrting to experiment with Al. is simpty not knowing where to begin. To hdp address this, and support people lo stsrt taking the first steps towards responsible expenmenlats.on Al, we launched a seW-seNe Al course in January 2025. The course consists of Seven vRekty emails, each contsining a guKled activty designed to help participants comknbty familiarise trmselve$ 7Mth Al - and dixover it can make day-t￿aY W￿rk lrfe eas￿r. Since launch. the Al seW-serve course sign-up page has attracted more than 3,700 unique use￿, with more than 1,000 people starting the COUT5e - and an average open rate of 72% auoss the seven emails lit was Parti￿larty encouraging to note that this barety tailed off as the eontent prO9￿$sed." the final email returned an open rate of 65%. which 1$ excepts"onalty hwJh for s￿h a ¢￿(sel. Feedback has been very positive.. 97% of survey responderbts described the course ¢￿teA1 as 'engagir¥J and relevant. _ and respondents returned an average resum of 9 OLrt of 10 when aske<l how likety they tre to continue applying what they'd leame(J. Follwng the su¢cess of this course, ¥￿ are planning a lolbw up offer that bu￿d5 on th￿ beginners, version and offers more intemiediate leaming. We have put together a ￿atfOrM conLw"nirwJ 70+ chanty funder Al.r•Lated pikrt woiects, 60+ free-t￿acceSs M resources lin¢luding bbtr3S. tutorials, guides. podcasts. toolkrts and c￿jrse3) and a 'Getting started with Al, hub. ￿ntainIng support information and events lo help people along their Al journey. We're continuing to lest and itere the platfomi, and hope to rdl it out for wider attes$ later in the year. wth IVAR.. In March 2025, VR joined f(￿￿$ V•th Institute For Voluntsry Action Research, to strengthen lines of commUn￿allOn and connecb.ort arloss and be￿en tharities and grantmakers - the ullirnate aim of emFowering rn0￿ ￿nfitjent. robust and ￿11-Inf0m1ed responses to Al across the board. Through the new collaboralion - supported by IVAR'S Research Development Fund - we'll be capturing and sharing $lorie$. insights and practKal examples of Al use, 50 that chanb.es are infomied and inspired to experiment safely with Al. And in order to create a ccffltinuous feedback bop, V+e will share developments betsveen fLsndiThJ grcmjps and charities. wthere agreed and feasible. We'll also look to strengthen connections betsveen IVAR'S 'Open and Trusb"ng' communty of 150 granl-making organisations and CAST'S Al for Granlmakers peer group. In addrtion, we have ¢￿tinUed to wlate the living litjrarf of framev•th$. guides, case studies, courses, toolkits and othef resources avaiLable in our online Al hub. added Al tools into both our Di ital Toolkit and f(al Skills Framework., continued lo share our Al Canvas and Al heres visual and worked wth The Developer Society, Trust for London and Paul Hamlyn Foundab"on to develop and test a locally hosted 'Safe Sector Al, piarform (soon to be available) - bringing the beneffts of inleractsng wth too15 such as ChalGPT and Claude, wth the absolute Security of knowing ￿ere the data is stored and how il is being use<J. We a also adively involved in Al•related projects acTOSS the nefvDrk'. in March 2025. W￿ tCty)k up an offer from DatsKind UK lo participate in their Feer group on building responsible chatbols, and in the eady part of 2025, we were invofved in helping organisatwjns to test Kn(Th¥b￿, an Al-p)wered website a$ss$tant for Charit￿S. Page 6

CENTRE FOR THE ACCELERATION OF ￿CIAL TECHNOLOGY REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025 We have 81$0 delNered Al-fo¢used talks and ¥￿kShopS at mre than 30 everrts. including The Civic Al erv Onferen￿ London Funders, Fesb"val of Leamin the Su hwa s conference, the Cha ital Al Summit arthj the Conne¢te(J Dats unC￿le￿nCe - as well as several Al 'Lunch and Leam, sessions for funders. In totsl. we have reached more than 2.000 peopfe from $c¢ial sector organisations d1￿CtlY through these se$S￿n$ - but ve've also endeavoured to Share insights, leamings and usefijl links via our communications channels ¥therever possible, so that the wider sector can benefit. Since November of last year, CAST'S Director Dan Sutch has also been actiThJ as the Nat￿nal Lottery's Al innovator in residence. supporting the Lypnisation's expknath)n into Al and ensuriThJ charity and communty voice is at the heart of rt. During the reportry per￿. V• launctrtd and c￿￿p1eted a ne survey. inc(wth"ng questions from the p￿viouS vetsion as well as new Sect￿n$ {e.g. on environmentsl impacl and Al tools used). in order to capture an accurate and bmely picture. The surw - ran from December 2024 until February 2025 - received 266 responses lover 100 more than the previous version), Ithich we synthesised to draw out key themes, needs and priorities. We shared the key finding$ - as w211 a$ assoped support offerings - at an online event in April 2025, and in a surv in May 2025. We will be using the results of thi$ new survey- again. in cMjun¢tion other Se￿01 restsrth - lo develop and curate support designed to meet the most pressirMJ needs across the $ectOf. In addthn, we VAII be sharing leamings and recommendations from some of the experimental Al tods vR've been developing in-house. We are also in Ihe process of appointing new roles.. a Head of DeS￿n for Al, and a Head of Technical Al Experiments. These roles will bring greater sen￿r leadership in the design and testing of early stage products - vthich. once vdKlated. Vill enable us to vKJrk tPith our development team to build out Scalable prodLKts. At CAST. we take a holistic appn)ach then looking at Al. exploriThJ the 'macro' picture alongside the 'micro'. We reflect- and encourage chanties and fvnders to do the same- on what shifts in people's behaviours and expectations might mean for OTganisa"ons' missions, and how change5 in the socio-lechno economic context wll affect F)wer dynamics and wor￿"ng cond¢ti"on5. We are committed to shaping conversatKJns and designing $UPFbOrt str￿￿Lbres Ihat ensuo everyone hès equal a¢¢es$ to Al, and the power to use il fof s￿131 Prov￿1￿ continu for Cata st.led servKes Calal sl was set up by CAST in 2019 with the aim of'bn"nging a SO¢bal purpose lo the digrtal revolution,. Over the followng five years. il grew lo become a thriving rte￿01￿ of nonprofit$, digrtal support partners and nders, working together to collectivety realtse a digitalty enabled and resilient $ocial sector. On 1st April 2024, Calal sl transit mmun Interest (CIC). *ith a renewed vision. mission and model. Catsfyst now operates entirety independently of CAST: it iy a separate legal entty. frtused on creating futu￿ where te¢h is tair, ￿enerats¥e and 1rt￿enhanrAng. Naturally, there remains a degree of crossover in lems ol our respectNe aims and amb￿"on5, and we remain a part of the Catalyst rtefv￿rk, collaborating on Ihe Open IP for Funders in￿atIVe (see details lurther dovm this section). a￿ also committed to providing sustained support. wherever possible, for those initialr¥es wwousty ovetseen by Catafysl. Mi order that the sector can continue to benefft from the valuable sefvi¢e M offer. To this end, we V•tre delighted to receive fijnding in Juty 2024 from Esmée Fairbaim Foundation to convene a netsvork of su ort. comprising aght Inrt￿t￿es. WETe P￿viou￿Y receiving support from Catalyst. The nehvofk- vthith wll be in place unb"l at least Juty 2026 - ¢ompfises A encies for Gcty)d, Desi nHo Candle, the Di ital Lead$ Ne￿rk Di rtal Trustees Dovetail and The Curve as well as a reuse infrastructure strand, providing support to enable rel￿ of open. s￿l0r owned technologies. We will be working together to align xb"vrties, and to promote any support offerings widety.. as part of this commitment. several members of the nelwork attended SCVO'S The Gathering in Febnjary 2025. co-hostin session to showcase the various strands of 5UPPOrt available. Page 7

CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY REPORT OF THE TRUSTEES FOR THE YEAR ENDEO 31 MARCH 3)25 In addib'on. CAST has taken r¥Sponsi￿lty fry the Shared O. ital Guides platform Ifomierty managed by Catslysll, $0 that the sector can conbnue lo benefft from a steady stream of $tepby-step Guides- written by chanb"es, for tharitw. During the rewting penod, 11 new Guides were uploaded.. six of these were SOur￿d by CAST lthree of vthich focused on Al), whilst five were contrib4rted by Catatyst as part of a commrtment set at the point of transth'on. During the op)rb"rrfJ period. the Site attracted 7.700 Un￿￿e visitor5, Wrth a combined total of almost 15,400 page wews". these figures remain almost Lsnchanged. compared to the previous reporting [1￿. However. the amount of peopk visrting a second Guide has increased to 5.300 (from 4.300 in the previous period). Last Autumn, we also transferred sew-serve courses from CalalysY$ ￿atrOM1 to the CAST 5ite.' Leir User Research is a seven-week course infomiation on dfftrent types of user research. recfu¢bng principles, question NVTiting and intervw synthesis. whilst L mDes n Thinkin is a fNe-week ¢ourse. wih inforrnation on tuming data into actionabk ideas, tesb.ng way5 to adapt servi¢e$. and creating delivery roadmaps. Collectively. the swn-up pages have attracted 800 unique visrtors since kunthing on the CAST srte, around 250 peOe svJning up to tske the crrtjrses. Over the coming months. we're planning to review each ￿urse in order to update the Content and any new topKs as needed. We are continuing to work Catstysl M the O IP for Funders initiatwe, vthich aims to w¢courage and 5UPPOrt funders to implement open IP (Inlelkctual propeity) within grant agreements. and to encourage open IP amongst the charibes they support. Over the reportmg period, the inib"ative ¢ontinued to engage wfth fvnders - and an example of the Operb IP work in prncbce, VAS a ¢ollaboratson ¥￿th Power to Change.. all partKipants on their Oiscove Fund were invrted lo tske part in CAST'S mmun Ex lore rarnme Isee the Providing direct Support via irFdepth progfammes Sethn on page 4}, and working wrth Nab"onal Cibzen Service to ensure Ihe ￿tpUts from the Incubors were open source and creative commons. A particular exploration here is al￿ning the community4Mned' nature of dwilal products that emerge from c(￿sIgn processes and the OFen-IP approach wthich underpins wider sharing and adopbon. nin nds conneciions We know that the role of digrtal lead can be an isfjated and challenging one.. many people wth responsibility for digital wrthin charib.es lack suptth - and yet across the charitable sector there exists a weatth of rith insight and generous leadership. we'￿ keen to bring together those people that have Yxked on dKJital proie¢b and programmes. so that they Can Share their experience5, achievements and challenges - and leam from and support one another. CAST'S Di ital Leads Nefv4ck IDLN} conrtects social sector staff working on digilal projects wth ead) other, as well as wth sector experts. The ne￿rk provKles part￿1pants a range of resources and learnirMJ opportunils, including access to a netr￿￿[k of Id(e•minded wOfess￿a1$. and a variety of events and webinars. The DLN experienced significant growth in 2024-25. exparnling from few than 100 members at the start of 2024, to 283 member5 (from 248 UK ¢hantiesl by April 2025. Be￿￿en January and April 2025 alone, we welcomed 91 new members. averaging neaty 25 new ￿9r1-UPS each month. Members span a Vdide range of chariti'es." the netswrk cuffentty comprises 117 srnall-rrEdium organisab.ons (under £1ml, 85 large organisab"ons1£1m410ml and 46 major to super•major charTties lover £10ml. New members are diverse in seniority and specialisms. with 53% in exeurtNe or senior leatjership roles. and others working across digital innovati(￿. operations, communications, ar￿ dala. The DLN has become a vital space for tharity digital leajs to connect. learn and Sha￿. Throughout the reporting period, engagement has wKreased considerably, ith members joining. ￿0rd attendance al meetups and strong participatson in *nrkshops and groups. Members ￿plYt increased confidence. improve¢J digrtal skills and stronger sector cijnnections. And in June 2024. we responded to feedback from members by setting up a new dedicated Al peer group for the DLN. The group - wthich now compn5es more than 100 members - acts as a space lo collectivety explore the opportunities ar￿ challenges of Al - and ensure inclusive impa¢ts of Al in So￿ety. Throughoui the TeportiThJ period. six Al peer group meetings t¢￿k place, writh members leaming from peers at Access SocAal Care. Leaming y￿th Parents. Catch22, RSPCA and Friends of the Earth. Many members are n(yw piloting Al tool$ Such as reS￿51b￿? thalbots. Page 8

CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025 The DLN has also ￿atforMed charity vol￿5 al events including the Al in Granlmaking conference, Charity Digital Al Sumrnit, and Charitycamp UK, gmng charity dwttal leads a stronger voice in sector-wde conversations. In 2025, ￿ conducted a start￿-year sur¥ey to understand how the ne￿Ork is supporting members and the responses We￿ overwhelmingly postbve, wrth hwh onboarding satisfaction and apprecialion for the supportNe peer ttvironment. clarrty ot tsjmmunications and ease of engagement. Throughout the reporting period, W&￿e shovKased the a¢livibes of the DLN auoss our newsletter, Social media channels and tb$ite - as ell as with ￿gUlar arficle$ on Medium. including a piece showcasin act and next ste s - and spotlight interviews wih members ￿tce Kershaw Dan Fanner, Ma id El-Amin and Li m Sween Looking attead, the DLN will fows on enhancing peer connections, supporting Smaller organisations, improving access to rescmjrces and aligning future activfaes ￿th member prioriti'es. Ajongside the more sthjclured Digtsl Leads Netsvork, we have conb.nued to run the Coffee Connections service, matching peers within the swal sector every t4VO months for an infomial chal about digitsl. Across the reporting period, m¢he$ took place in Apn'l. June. September and November 2024 - and January and March 2025. Imth 782 matches being made in total made auoss this time. As ￿11 as making these ongoing matches with existing participarts, have VDrked wth The Developer Society lo develop a reusable version of Coffee Connections so that can Set other organisalions UP with their own inslan¢es. Wee $0 far set up the service for the Trade5 Union Congress (TUCI". they ¢urrentty have 13 people signed up on their thwn in$tsn¢e and 7MII be testing it before we k)ok at rolling it out more widety. CAST'S Digital Leads Nelth also has plans to use the mching service ￿th their members. Develo innovative d. roducts As well as supporting soual organisations directly. M•e are keen to identsfy gaps in ￿lch the development of new digrtal products or platfcm could pky a ro￿ in increasing efficiencies through saving so¢￿1 sector organisations time. ￿SourceS and money. hel￿n9 these organisab.ons understsnd opportunit￿5 for service Imp￿VeMents, and ￿￿MatelY helping WnMUn￿e$ to have a better sefvi¢e experience. The incubators with National Crtvzen Serw"¢e {5ee the Prowding direct support via in-depth programmes section on page 3) provided a part of thi5 approach. In a￿dIt￿n, this year saw the posl-incubation transition of Kom asi from CAST into Diswpt FountJab"on. Ha￿Th9 developed and lesled KLNnpasi over the past 18 months. we W0￿ed lo transition Kompasi to be led by a ne4V team within Disrupt Foundation as part of the next phase . aiming to grryw the number of people and organisatiOr￿ benefiting from this platfomi. Working with The Developer Souety, ¥￿ have developed VIOrt￿l Al - a first example of 'sector and communty owned, Al - an Al Ser¥￿e prowded to chants.es that provides a safe sandbox for them to experiment gerrab"ve Al in an environment that is govemed by our ¢harrtable obiecb.ves and that priorilises dats security. We'o CuT￿nIty testing Worthvlthile Al as a sandLw)x for Charit￿ to develop their experien¢e and ￿nfidence ￿ generative Al." a$ a tool ￿thin the grantmaking process, and as a tool to engage charty staff with case studies about Al usage. We'll be developirMJ Worthwhile Al land aligned sector-owned Al tools) as a FKionty in the coming year. Addth"onally. in June 2024, * began work helwng lo shape Br￿.$￿ C clin 's Youth Development Awards - part of the Organi￿tion'S ambib'on to help every ¢hild dis¢over the lrfdong joy of riding a bike. Due lo $laffing ¢hange$, Briti'sh Cyding were lookn.ng for addth.onal SUP￿ to develop thi$ new product. The aim was for CAST to build on Brib"sh Cyding's existing research, de￿9n and testing so far. and provide digital. design and product expertise to take this work to Ihe next stage. Befvrten June 2024 and February 2025, CAST 5UPP¥Xted Br￿"Sh cych.ng to: yenernte insight from coa¢he$ on what works well when supporting young r￿e￿,. test, prototype and desh3n a pr¢xJuct that support Clubs to create positive experiences for new rtders." create and launch an MVP {Wh￿h ￿ceiVed 10,300 page views during the test period)., te$t the proposit￿n ￿ ￿aChes." recommend technical requirements to integrate with the existing Bnb'sh Cyclin9 digital estste- and undertake a discovery phase with parents into their needs and motivations when supporbng their child to ￿arn arKI progress in cyding. For more irrfoTmation, see this crtrwrrtten Brrtish weeknote from October 2024, 1ookn.ng back on MVP development and fo￿ardS lo the testing phase. Page 9

CENTRE FOR THE ACCELERATK)N OF SOCIAL TECHNOLOGY REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025 nin iSèIS 8nd GrantAdvisor UK 15 a free plform designed to encourage open dialogu& behveen UK social organisalions and grantmakers. by (olW"n9 aulh￿tiC, rea￿t￿ne reviews and conwnents on grantseekers, expeiience8 of working witti fvndets. Two years on from lauThth, the srte contains 570 anonyrTr)u$ from 9r¥ntseekers. ￿￿th 44 funders gisterod on the se￿￿e. Funders that registered during Ihe reFrf)ityrwJ pel￿d indudtt Francis Scott Trust, Barking antl Dagenham Giving. ()Jirter Foundalion. Foundath)n Scoiiand. National Loltery Herttsge Fund, Richmond Foundation and Chilthwick TNst- and also sUPPryt¢d Joseph L¢vy FOunda￿n to r￿nbOard. In the spring of 2024, w& inteM￿d four funders who had seen a signiftant increase in their ￿VIews. to find out what they had lèamed- and hear about changes they w￿e making as a result. As part of this work. we used Al to synthesise themes from Ihe qualrtatNe data and create reports for each of these fijnders. in ordef to $upport these rgflg¢tivè convetsaljons and ￿aY back the impacl that infonnatk)n gathered from anonymous re¥￿ has on granlmaking practh.ces and behavio¢Jrs. We putAi5hed the results of this anatysts 8nd ¢onv¢rsallons - wrth &12y2 Mor an Foundation Ci haiitablè Tmst and Joffè Chanlable Tnjst - our Medium plarfom) in April and May of 18st year. We continued to ex￿0￿ opporttJnibe5 to engw lh• fundrdising communty in tkn"s inrtiatNe, induding wesenliThJ at nd iv in May 2024 and the Fundraising EveWere Trust and Major Donor cOnferenr￿ in Decambar 2024. we've made lmprow￿ts to the p¢atlom, based on feedback and n leaming from lunt1ets - e.g. t%te included quotes from recent intemews With fvnders. to show the impad that 98thering rèviews hag on funder practice. find ry¥Jsl funde￿ who register wanl to have a con￿1$al￿on with the GranlAdvisor team. so we also updated our FAQS to respoTrJ to SOFre of the asked quesb"ons. and updated the Comms Pack forfijnders lo indude 10 tips to suppcrft ftJThJefs to gather rev￿. During the reporting period. the platfom attra¢ted 3,600 ￿1que Nisrtors, and 12,CQO page views. In January 2025, we ceased posting on X- arbj in$tead cr•at8d Blu•sky attounts fw Lw)th CAST and GrantAdvisof UK. We are al$rJ workin9 on opaning up lines of communication across and betr￿en charity and ftjnder cornrnun￿•s via our woth wth IVAR and through our Al for GTantmaker5 peer group.. see the Idenltying neèds- and tr¥)bilising support- amund Al seclion on page 6 for detads. Provi in In addition to programmes. resources. service5 aThJ w• also wort on a on&on-one basis wth org8ni5ations. providin9 a range of besFoke consultancy semces which indude modular 8UPPOrt on proje man8gefTnt. ways of wothng, MEL Imonrtoring, ￿alualKIn and leamingl, user-centred research and de5wn, Co-production, service delNery- and much rr￿. During the reporbng peiiod. we worked wth the oTganisation$ as below. Foun '. In a 12-rTr)nth proie(a. which trAgan in F¢PAuary 2025, we a￿ providing support on all applications for digital infra$trudurE grants, both LaffJ& and Small. under Ihe Open Grants Programme. We participated in training with Clothworkers to build understanding of - and Conffiden￿ in - assessing and making decisions on digital applicab.ons - and from there, we completed the set up, to ensure we had accura maintenance of data relth"n9 to de￿.0￿$. grant amounts. and grant management contact. In the ffirst two months, up to and induding 2025. the CAST team assessèd 24 grant applutions for amounts behyeen £15,Crf)O and £S0.OC(J. From thi5. grants W￿th approximatety £112.(KKI knra madè to 10 dlglt21 projects- from CRM integfations and web developments. to ekaming platlorms and app devèlopments. The progr8rnn is plann￿ to conlinue unl11 the end of January 2026 and during this periLMJ we expect that approximalety £770,OC4J wor1h of grants W￿11 be made to befv4een 70- 80 organisations. As part of the process. we also plan lo make contact ￿th successful and unsuccessfijl applicants to introduce them to further support 8round digital infrastnjdure and to provide access to the DTrgrt21 Leads Netrth for am suitable grantees We woul(J a150 like to support clotrh¥O￿ls to ￿e GranlAthsor UK to Gqpttire feedbac* ab)ut apF4icants' ¢xpen"ences of apptying for funding. Page 10

CENTrE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 IIARCH 2025 Lu Faithfull Foundation.. In an ongc4r#J project wtlch began in 2023. are trlyng the Foundation to deliver their groundbreaking alnterce project. Throughout the reporting period. we contsnued to support the Foundation to delNer the project and embed an innovats'on approach across the organisation through Coaching. WQfk$hops and 'task ond finish. athities thal are deep dNes to help move parti￿lar pieces of on, such as maknng sense of dwlbots eWwir#J g￿e$. Th4$ SUPPOrt will continue Ihroughout 2025 Refij ee Counthl". In an eight-monih proiect, vthieh began in October 2024. affj exFdoring a practical way lo support prathtioners and yourvj peO￿e navigats.ng age disputes. We have been working wrth Refijgee Counal and the Childhwd FiT5t rArtnership to develop a ￿sOUrCe for anyone ￿Me5 across a child Tefijgee who has been deeme(I to be an adult. and wants to help them. This in¢ludes staff and volunteers in accommodation such as hotels.. Chanty seclor volunteers and staff, and staff in semi-independent ac¢ommodation or othw local authonty settings- as well as Ihose 7&￿>T￿n9 in Health. Edl￿atIon and Housing. We ran a C￿design workshop for the partnership to shape the twlkit. undertook in-depth user research interviewing Practitioners from across the sector. ar￿ tested prototypes wrth praclitioners. The MVP was launched lo the partnership in Apn"12025, and fijrther iterakn.on is planned for later this year ￿1￿ a bigger launch to the ￿der sector. AlongsH1e this have been workn.ng lo support Refugee Council lo co-design, with young refugees. a resource to help explain the prO￿$S to the young people affected. This resource 1$ expected to be ready for use by mJ 2025. Prudence Trust.. Providing IMJht touch support over three years as Prudence Trust supports iwo organisations Using digital 10015 to 5UPPOrt young people's mental heaAh. This is a new area of Work ft)r Prudence Trust and our SUPF4)rt aims to help both the chanb.es they're funding and the Prudence TnJ$t team. Lawn Tennis Association and D 2.. In eaty 2025, CAST began a ￿lIab￿a￿n ￿th Deloitte and the Lawn Tennis Association ILTAI to design a mobl￿firSt digrtal $kills platform for the LTA'S 16-25-year-old communty activators. The goal is to improve durtal confKIen￿, employabilty arKI lonleTm opportuniti'es for young people from lower sociooconomic backgrounds Ihrough tennis-themed. engaging content. The project runs from April to June 2025. Expected oul¢omes for the prqe¢t include." a dear understsnding of the target group's tjigrtal needs," prototypes of ¢ontent and re&vards, tested an(J validated by users - and a foundation for a scalable d￿rtaI platf￿M aligned with the Essential Digrtal Sknlls FramevDrk. The project offers potential for wtyjer application acro$s other yOLrth and sport-ba$ed programmes. ital Services Consorlium OSC .' In a lTryear prc¥ect, vthich began in Febnjary 2025, Y￿ are worl(in9 as an Evaluab"on and Leaming partner to the DSC - an alliance of 12 leading UK Char￿e$ who work lo support disabled and seri¢Mty ill young people ant1 th•r families. We are VDthing lo embed sha￿0 principles, estsblish robust leaming loops and impact measLtrement, and support true collaboration and evolution across the programme as they create and grow the dvjrtal and hybrid services. The work wll resu in tsvo evaluation reports on(1 a partnership th is more able lo ￿llaborate and leam from each other. We're working to Co-dessgn the programme's evaluation frame%th as VEII as offer support lo develop the digital leads in the partnef5hip. Trades Union Con ress uc ". As part of the TUC'S 'Leadwig Change. piogramme. Ve worked once again th the TUC Digital Lab lo deS￿n and delivef a transfomialNe digital change leadership module as part of the TUC'S prest'giou$ flagship leadership development programme Thi$ two day Modu￿ aim$ lo empower union leaders wth experience of dwital leadership. deswn aTrJ transfomiation approaches. The Kin 's Fund. We conkn.nue to support The lQ"ng's Fund to explore the role of digrtal, and Al in parb"cular in their work, and in their mission to improve heatth and care for all. Our supp)rt has covered consuttancy, supporting peer groups and providing resources and ¢haln9e at all ￿VeL% of the organisab.on lo engage cribcally wth Al and digital tools. ShO￿taSin CAsfs iden and ur Over the past year, we have strengthened our efforts to anplfy the visibilty and aWa￿ne$S of CAST.. the organisation rtself,. the seNces we offer. ar￿ the ne￿r￿S and connections vft are c*eating - so that our 5UPPOrt can reach as many individuals and organisats.ons as possible. Page 11

CENTRE FOR THE ACCELERAMON OF SOCIAL TECHNOLOGY REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025 Central to this $l¢yytelling has been ow Medium latform, wNch acts as a hub to capture leamings, reflections and at1vi¢e from all those vthhin the CAST communty. During the rep￿.ng period. 54 arb.cles were published, ¢ollectivety attracting more than 9.300 ￿e￿.. this ￿ a S￿nIficant increase on last year, both in lemis of a￿.￿e numbers arKI views. We're openly sharing stories and perspecbve$ directy from the small but mighty core team invofved in programme delivery. as ￿11 as from those in Supp￿.n9 roles. During the reporbn9 period, eight of the CAST team wrote and submitted Medium articles. wih topu induding Al experirnentalitin, Al and fvnding. digital transformatM)n. Al for the relugee and forced migration sector, the power of Q￿deSign. Al and inclusion, pacty-building through neI￿￿th"n9. using data and Al for social p)d. tackling d￿tta1 exclusion, grantseekers, perSpect￿t$ on grantmaknng and buildwwJ human ¢onre¢tion. As ¥￿14 as providing content designed to infom) and inspire the sector, we hvjhlighted aspects of CAST as an organisation, wth detsils of our stsff retreat and the ¢Jevelopment of Ouf wellbeing policy. as weu a$ a series of Q&4 pieces introducing the CAST team. We continually upjated our tbsrte with the latest projerts, programme$, resources. events and opportunities - as well as vthh updated impact figures arKI organi￿10nal developments {e.g. our updated re values. we redesigned colleclJ¥ety as a team in May 2024). KÈbsite figufes for the reporting period a￿ s￿nifican￿ higher than thi$ time last year 119,600 unNue users, compared lo 6,800 for the previous period) this is likely due to the fact that VE Start&J sending a regular (generally monthtyl new51etter in June 2024 - which lends to generate thousarKls of click-throughs per issue, many of %thi¢h are to the CAST site. We also continue lo share regular posts auoss %)cial medka.. we post regularly on OUT Linkedln Channel, and unts"l eady year we also posted almost daity on X. In February 2025, we ceased posting on X and fc¢used instead ¢)n our Blue$k account set up in September 2024, this has grown SI￿￿y. and wrrently has more than 2,100 fdlcr4¥WS. Throughout the reporting period, we Teathed more than 40.000 people via our ¢ommunKabons channels {webs¢te. soual media. newsletter, Medium an¢J YouTube) alone. The infographic below provides a snapshot of our impact over the reporting period.. see the im act e of our websrte for more infomalion As we move forward, are building on the of siti've testimonk?Is to fvrther strerwen our presence and support. Page 12

CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025 CAST'S YEAR IN NUMBERS 60 60.000 4,300 ThE￿oRGAr￿An¢ 94% ￿D￿[rALLEADSHETh¥ cf Y(itIKPEOPLEflV0LVEDIN￿ YOUTH 5rATEDTHATTHEy￿TTrIv0LVEDTrITHE APPLYnKvS£R.WTBEDW￿ USEFULORVERYUSFSUL Page 13

CENTRE FOR THE ACCELERATION OF SOCEAL TECHNOLOGY REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025 FINANCIAL REVIEW Finan¢lal positio Total in¢ome of £1.Om is 39% below overall inccrfne for 2023f24, but is 10% above CAsT￿nty In￿￿e for 2023r24. excluding Catalyst- became a separate entty from April 2024. Income comprised £208k of grant furHng from DW Foundation, £105k of grant income frcm Ihe Esmée Fairbaim Foundation, service irKome of £575k, and a number of smaller grants and donatkins. Exyndlture The ¢harity's wimary expenditure continues to be ir￿U[red on supwb'ng charibes and socval enlerpri5e$ to improve their services with digttal technology. Expenditure on digrtal capacty development was £1.1 m during the year. Of this expenditu￿, £157k vas paid 04rt as direct grants, and £289k vras spent on Su￿ntraCted dwital support provided by extemal pathers. In addition to the d￿rtaI capacty development costs ￿ incurred £103k on support costs and £13k on fun¢>raising. R•s•r¥•s pollcy The Charty ha5 a risk-based reserves policy. This entsils assesgng the ideal reserye level through review of a numiw of key elements. These ekments at pwesent lexchjding restricted fvTrJsl are :. Any fijnds recerved as lime.limited, Un￿$trthd income. thich have not yet been spent A basic working capital buffer. equNalent to one month'$ operatirkg costs- this is not to cover knss of income. but %mpty a timitvd buffer Potenb'al loss of income cover- this will refiect the income pipeline at the point of annual budget finalisation, on a risk basis- no cover needed for 100% Certain MKomè, then 10% cover needed for income induded in the bL¥Jget a 90% likelihocé. et¢. Polentsal unforeseen ￿$1 income - this element wll be hardest to estimate, but wll be a$se$sed on a risk basis for knrmn risk areas- for exampk. a risk of addrt￿jna1 costs relating to the possible Catalyst transthn. or the excess of insurance pOl￿￿eS. These are cumulabve. i.e. added to gve a total reserves requirement. WTihin a margin of +1_ 20%. plying this policy indicates a reserves target the year eTrJ of £218.000. Year en<1 ￿Se￿e$ V￿re con$iderabty below this larget level, at only £108k in total 1£48k unreslrictedl. This was due to a number of factors, primarity, the b'ming of fvnding and of the cOmme￿eMent of new projects., and a strategic deasion to invest in the deveknpment of Al knowledge and seM¢es. The dip in reserve5 was ants"fApated, along a post year*nd Increase in reseThes, vthi¢h had reache<l £168k in total 1£72k unrestricted) by the end of June 2025. Unrestri¢ted reserves a￿ expected to be ￿thin the tsrget range by January 2026. The trustees Iherefrye ward CAST$ year end re$eryes wsrtion as acceptsble, whilst recognising the need to develop increased reserves in future periods. Page 14

CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025 FUTURE OBJECTIVES AND PLANNED ACTMTIES The unprecedented pace ol adoption of genernli¥e Al - and the opporttJnitie5 and impacts that bring5 - demands that we continue to increase OUT forJJs on supporting mission4riven organisations lo respond to these thanges. and to get to a positson where the coMmun￿eS they ser¥e can be ￿ntral to the derisions and uses around Al. We 11 continue to support charity practthners, MISS￿ driven oryanisatsons and fO￿S on sector-5trengthening approaches that ensure thai society has a strongef influence. To do this. CAST wll continue to fcojs on ac￿leratIng the 8gery. pre8en¢x and inlluen¢e ol srtial iM￿¢t organisations in the lechnologies that affect us all. Developing the agency ensures charity practitioners can criti'calty engage with digrtal and Al tools. appropriatety usin9 them to create greater impacl in thwr work. We'll continue to invest in training.. capauty buildirvJ.' beadership development arKI sharing examples of emerging Practices. We'll continue to on strengthening Ihe nurnber and deplh of relatH)nships be￿en chanty digrtal leads- e5perialty through Ihe Digital Leads Nefvlork and the Al for Grantmaker5 peer group. Oevelowng the ￿sen￿ of social impact oryanisatWS ￿ tethnokgy aim$ to ensure tht valu•s of socièty ar¢ embedded within digital toots. We'll conb'nue to support sooal impad organisab.ons to develop diyit81 $8rvi¢e$ 8n¢J produds." well continue to incubate tethnokjgies ar￿ inibalives that hdp to create thè di9rtal infrastructurè for eiwl society, an¢J we'll ex>ntinue lo fo¢u$ on gro￿n9 the use and reuse of open, sector ant1 communty ¢ywned technologies. Wè will locus our èfforts on creab.ng antl supporting sector- and communtty-owned technologies - those te<nologies built, dÈ9ned ￿th. and owned by Ihe sector and those impacted by their use. This includes further devslopmanl of safè tools for charity prnclth"oners to build their c0nfm1e￿e and exp8ri•nce, as well as the development of sector-owne(l Ihat can be reused across the sector. Ensuring soaal impact organisats)rts have greater inlluence and ￿ch remains a key part of our strategy, and demands even greater focus in the year ahead. We wll continue to support initkalwes that strive lo platforn sector leaders and connect them with those in positions of power and authoiity. As part of this. we wll continue our work Co-chairing the Charity Al Task Force and &J¥ccating for the responsible, irKlusive and collaborative use of Al across the soc￿1 sector. STRUCTURE. GOVERNANCE AND AIANAGEMENT Governing document The charity is controllet1 by rts goveming tlocjjment, a deed ol trust, and consbtutes a limited company, limited by guarantee. as defmed by the Companies Act 2LIX. The Chari￿$ trustees a￿ also d1￿CtorS and members of the company- Govgrnanc• CAST has appointed Iwstees that bring a strong under5tan(fing of thè potenlial of technology to address social ¢hallenges. The twstees who served durin9 the as folb)%bs". Emma Thomas. Lara Bums, Kate Collins, Gaia Ines Fasso, Prue Quafcoo, P•ma RJha. Ha Cok and Granger OBE. Current trustees las of November 20251 we as folkrws.. Lara Burns. Kate Collins. Gaia I￿5 Fasso (Chairl. Pema Radha. Ha C￿e and Granger 08E. To aid the effective governan￿ of the charity. we also operate a Finance and Audit (Chaired by Nic Grangw OBEI vnth delegated authmi 8$ set out in an agreed Scheme of Dele9ation_ With huge thanks and gratitude, of our trustees. Emma Thomas ant1 Prue Quarcoo stepped down during this pe￿011. Both of these tmstees have Wayed a huge mle in suppoth"Th3 and extending the is)wact of CAST, for vthich we am all Incr8dibty gratelul. In pa￿.¢￿13r, Prue helped fv)mi and lead our Finance and Risk commsttee. Emma Thomas was one of our founiling trustees, having seNed on CAsfs Board for ten years. indsjding one year as Chair, and has been instrumental in our f0MMt￿ and devel•. In mid 2024 we sjndertook a recrurtment exercise as a result of our Governance revivw to recruit tsvo new truslees to the Board, specificalty in the I￿lO￿ng areas.. digital and s￿181 innoval)n. thality and Social enlerprise. grant-making and sorial investrrent, finarKial and risk management. Through this process we recnsited Ha Cole, Chief Al Officer. Teth for Soryal Impact. MKAosoft EMEA and Nic Grarwjgr OBE. Chièf Infomation and Finandal Olficerlor the Norlh Sea Transition Authowty to the Board. The Board has adopted ts Charity G￿erna￿e Cihje and ensuw c¢xnpli8n¢e throu9h le9￿#r revie4T. Page 15

CENTRE FOR THE ACCELERATK)N OF SOCIAL TECHNOLOGY REPORT OF THE TrUSTEES FOR ThE YEAR ENDED 31 MARCH 2025 STRUCTURE. GOVERNANCE AND AIANAGEMEpir Risk m•nag•mènt The trustees have a duty to Njentsfy and re¥￿ the risk5 to the charty ￿ exposed and to ensu appropriate contro15 are in place to WOVKJe reasonable aswraw againsl fra[￿ and uror. The Board of Trustees systematic3fty Te¥ivhs the risks fac￿ by Ihe d)anty. wievmg the detsikd risk register C￿ a quarterfy basis. A strrng risk managerrnt prwss is in place whereby delivery. strategic. and organisatonal risks are ￿ntified, recorded. and, here approwiate, escalatgj to the management team and trustees. Risks are also discussed at PLatform Team meeb.ros and refiecled in evofving orgarnsational priorit￿. The key risks to the Chwrty are.. Str•ngthenlng financial resili•rt• and s¢¢urlng lontrlwm fvndlng. CAST continues lo maintsin a strong reputabon fUThje￿ aNJ a grrming p$peli￿ of oppNtunthes, paiticularty in areas such as AJ a￿1 d#3it￿ capabilty. As our th often leads sector innovation, we recognise that funding can folkw in cydes. ￿ryth peaks of investment often arriwng after CAST has already stepFed into rw4¥ spaces. the ts.ming of funding decAsions can be unpredictabk, aclivety managing through strong over5ighl of cashflvw, a fiexible reserves pM)Iy, arkl by deepening ￿￿Tr￿shIpS wth both e￿$b"n9 and new lurthrs. We a￿ fowsed on tsJitrJirvJ MUtt￿year, m funding parthefships and alwirvj buwEss developm￿1 n￿re dosety 7hilh our strategic areas of impact At the same tsme. CAST remains resp￿S1¥e to risk. in a pnonb.sed way. Should uneypeded dips in revenue occur. NavSgatlng athlcal ¢omplaxlty •nd pa¢• of Al d•v•lown•nL The SFeed of Lange in generabve Al presents both opportunty arKI risk. CAST must maintain a balan￿d posrtion, advancing Sector capth for knrtlh¥hile Al. also acknovAedging potent41 harn￿. Our belief is th SUPFyb'ng d￿ritieS to ￿ek1p a CTilThl understanding of Al best suPp￿S the sector to have a louder voice in thampioning Ihe needs of our communit￿S - and that to get to this cYrtKal Under5tsr￿lng the sector must be supported to engage vAth. experience aThJ U￿rStand the oppthjnthes and challenges of Al. We have strengthened our leadershy in this area new Al focJJssed hires, Continued development of the Charity Al Task Force, aT¥J str￿g erwJagement wth fvrhders and sectN (xganis"ons. We ￿main c¢mmrtted to a th1X￿hoU1, oSlabyatNe approach to shaping the sectorfs role and Yo￿e in M innovation. Stsategl¢ Irrfluen¢• and r•l•van¢o. Dehvering ￿ the third pillar of CASTS strategy. sector-vAde and beYC￿&SeCtof influencar4J. requires us lo strerwen our external engagement and align OUT irffluenarwJ aL*vity wth OLW intemal eXF¢￿"se. We are buikjing thL8 capabilrty througtt patherships". netrAYykeO influenung throLts3h the Chanty Al Task Force: in pathr5￿P with se¢tor4eading onjanisations. and increased Part￿.patiOn in sector events arKI forum5. Our onwng vK)rk to eentre the voices of Char￿"e5 ar¥J c{¥nm￿rt1e5 in the natK)nal dgtsl conversabon is a crtti.cal part of this risk milyb"on. Page 16

CENTRE FOR THE ACCELERATK)N OF ￿lAL TECHNOLOGY REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 PAARCH 2025 REFERENCE AND ADMINISTRATIVE D￿AlLs Registered Company numbof 09544506 (England and Wales) Rogistsrod Charity numb•r 1161998 Reglst•r•d offi Broul Cottage Bath Road NailsV￿r1h Slroud GI0￿eSter$hlre GL6 OQL Trustees Emma Thomas Mary M¢Kenna MBE Kathryn Collins Gaia-lnes Fasso Prue Quarcoo Pema Radha Lara Burns Ha Thi Thu Cde Nicola Granger 08E (restyjned 30 Wil 2025) (reswjned 30 June 20241 (apFointed 25 November 20201 {apFointed 25 November 20201 (reswned 24 September 2024) {apFointed 25 November 20201 {apFK)inted 25 November 20201 (app)inted 24 September 2024 (apw)inted 24 Septemf)er 2024) Auditors Gibson ￿ltter Limited Statutory Auditors Larch House Parklands Business Park Denmead Hampshire P07 6XP Bankers Unty Trust Bank London WC18 3LN STATEMENT OF TRUSTEES. RESPONSIBILMES The trustees (who are also the directors of Centre fty the Acceleration of Social Technolcgy for the purposes of company lawl are resp¢)n$ible for prepariNJ the ReF¥>t of the Trustees and the finanaal statements in accordance v￿h applicable law and Unrte<1 Kmgdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the trustees to prepare financial statements for each financial year which give a true an¢J fair v*w of the stale of affairs of the charrtable company and of the incoming resources and application of resources, including the income and eXpendrtu￿. of the chanlable company for that period. In p￿paring those financial ststements, the trustees we requir&J to select suitabte accounting poliae$ and then appty them ￿l$l$tenty.. observe the methods and prin￿p￿S in the Chaiity SORP., make judgements and ests"rnates that are reasonable and pnMJent', prepare the financial 5talefflents on the going c(￿￿rn basi8 unless rt is inappropriate to p￿SuMe that the charitable company will conb.nue in business. Page 17

CENTrE FOR THE ACCELERATK)N OF SOCIAL TECHNOLOGY REPORT OF THE TRUSTEES FOR THE YEAR ENDEO 31 MARCH 2025 STATEMENT OF TRUSTEES. RESPONSIBILtriES - continued The trustees are responsible for keeping proper ac¢outh"ng reccds disclose with reasonable accura at any tsme the financial p0s￿On of the charrtable company and to enable them to ensure that the financial statements compty wrth the Compan￿$ Act 2006. They are also responsible for safeguarding the assets of the charrtable company and hence for tsking reasonab steps for the preventson and detection of fraud and other Ir￿Ularl11e$. In so far as the tJustees are aware.. there 1$ rw) re￿ant audit information of which the thariLle cy)mpany's audrtors are Unawa￿.. and the tru51ees have taken all steps that they ￿ght lo have tsken to make themsehes aware of any relevant audrt infornation arKI to establish that tr audittys a￿ aare of th inforniatK>n. Approved r of the board of trustees on ........19th November 2025............. arKI signed on rts behalf by.. Gaia-ln Fa$so- Tritstee Page 18

REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERSOF CENTRE FOR THE ACCELERAnoN OF SOCIAL TECHNOLOGY Oplnlon We have audited the financial sLements of Centre for the Acceleration of s￿la1 Technology (the charitable company'l for the year ended 31 March 2025 comprise the Statement of Financial Activities, the Balance Sheel. the Cash Flow Statement and rLotes lo the financial statements, induding a summary of S￿nIfiCant accounting policies. The ffinanual Teporting framework that has been applied in their preparation 1$ applicable law and United Kingdom Accounting Stsndards (Unrted Kingdom Generally Accepted Accounting PractKel. In our opinion the financial statements.. give a true and lair view of the stste of the d￿rIthIe company's affairs as al 31 Marth 2025 and of its incoming ￿SoUrceS and application of resources. induding its income and expenditure. for the year then ended., have been propety wepared in accordarte 7hTrth Unrted Kingdom Generally Acopted Accounting Practsce.. ana have been prepared in accordance Imth the requirerrents of the Companies Act 20C6. Basls for opinion We conducted c￿r audTt in accordance with Intemalional Standard5 on Audrting (UK) {ISAs (UK)) and applicable law. Our responsibilrties under those starKlards are fvrthèr de￿ribed in the Auditors, respon5ibilrtie$ for the audit of the finarbcial statement5 section of our rewt. We are independent of the charitsble company in a¢¢ordan¢e wth the ethKal requirements that a￿ ￿￿vant to our audtt of the financial statement$ in the UK. including the FRC'S Ethi¢al StanJard. and we have fvffilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained IS SLrfhcient and apprcpriate to pwde a basis ts our opinion. Conclusions relating to going concern In audibng the finanaal statements, we have ￿nclude¢l that the trustees. use of the going concem basis of accounting in the preparation of the financial Statements is appropriate. Based on the I￿rk we have performed, have not identrfied any material uncertainties relating to events or conditions that, indwidually or colkntivety, may cast sNJnfficant doubt on the charitable company's ability to continue as a going concem for a period of at least tV•Efve mrths from when the financial statements are authMsed for issue. Our respons1kn.1￿es and the responwbilitses of ts trustees wth respect to goKhg cLwrn are described in the re￿Vant sections of this reptyl. Other Infomiatlon The tnJ$tees are resp¢)n$ible for the other irrformalion. The other infonnation comprtses the infom7ation induded in the Annual Rewrt. other than the ffina￿￿1 stslements and our Report of the Independent Auditors Ihereon. OLK opinion on the financAal statements does not cover the other information and, except to the extent othernise expliatly stated in tyJr report. we do not express any fomi of assurance condusion thereon. In conneclion wilh cmjr audit of the financial ststements. our respon$ibiltty 1$ to read the other infomatiort and, in doing so, consider vthether the othef infom)ab"on is materialty tr￿onsIstent %Mth the financial statements or our kno￿edge obtained in the audrt or otheNse appears to be materially mtsstated. If we idents.fy such wnatefial inconsistencies or apparent material misstatements, we are required to determine whelhei this gives rise to a material mi55tatement in the financial 5ts1ements themselves. If, based on the wth have performed, conclude that there is a material misstslemenl of thLS Other infomwtion, are quired to report th fact. have nothing to report in this ￿gard. Oplnlons on oth•r mattar4 pr•scribed by tho Con4>ani•s A¢t 2006 In our opinion, based on the work undertaken in the course of the audrt.. the infom)ation given in the Report of the Tnjstees for the financial year lor vhich the financial statements are prepared is consi$lent Imth the finanoal ststements." and the Report of the Trustees has been prepared in a¢cordarKe applicable legal requirements. Page 19

REPORTOF THE INDEPENDENT AUDITORS TO THE MEMBERS OF CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY Matters on whl¢h w• ar• r•quired to report by exception In the light of the kn¢￿edge and urKlerstarKling of the chantable company and its environment obtained in the Course of the audrL we have r+ot identified material misslaterwits in Ihe Rewt of the Trustees. We have nothing to reptht in ￿$Feel of the fol(Ming matters thI￿re the Companies Act 2006 requires us to report lo you if, in our Opin￿n.. adequate accwnting records have not been kept or returr6 adequate for our audrt have not been received from branches not wsited by us". the financAal Statements a￿ not in agreement wilh the accounbng records arKI returrts: or certain disclosures of tru$tee$' remuneration specrfied by law are not made". or VR have not received all the infom)ation and explanations we require for our audit." or the trustees were not entrued lo take advantage of the small Companies exemption from the requirement to prepare a Strategic Rewt or in preparing the Refvirt ofthe Trustees. R•sponsibi15tles of tru$t••s As explained MO￿ in the Statement of Tfustee5' Respon5ibilrties, tre trustees {vho are also the directors of the Charttsble company for the purposes of company lawl a￿ wpon$ible lor the preparation of the financial statements and for being sab"$fied that they grve a true and fair View. and for such intemal control as the trustees detennine is necessary lo enab￿ the prePara￿n of finan￿al statements that are free from material misststemenL whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the charilable company's ability to continue as a going concem. disclosing. as awlicable. matters ￿Lated to going concern and using the going concem basis of accounting unles5 the trustees wther intend to IK4uidate the charitable company or to cease operation5, or have no realistic altemative Ixrt to do so. Page 20

REPORT OF THE INDEPENDENT Au0￿ORs TO THE MEMBERS OF CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY Our respon$lbllitie8 for the audit of the financial statements Our objects.ves are to obtain reasonable assurance about wthether the financial statements as a ¥￿ole are free from material misststemenl, whether due lo fraud or error, and lo issue a Report of the Independent Audrtors that includes our opinion. Reasonable assurance is a h￿h level of assurarKe. but 15 not a guarantee that an audrt conducted in accordance ISAS {UK) wll a￿AyS detect a material misstatement when rt exists. Misstatements can arise from tra￿1 or emjr arKI are considered material rf, individually or in the aggregate, they could reasonabty be expected to influence the economic decisions of users taken on the basis of these financral ststements. The extent to bthich our Pr￿edureS a￿ capabk of detecting irregularities. including fraud is detsiled below. Irwularities, including fraud. are instances of non-complvance wilh laws and regulations. We design prctedure$ in line vthh our ￿sponsi￿.1rties. OLbtlined at<Jve, to detect material misstslements in respect of irregulan1￿$, induding fraud. The exlent to which our prc¢edures are capable of detecb.ng irregularrts. including Iraud, is detailed below. Based on our understanding of the charitable company arKI sector. we identsfied that the prinapal risks of non-¢ompliarKe %wth law5 and regulations related to breaches of employment law, data protectKJn and anti-bribery and corrupts.on legislatK)n, and v considered the extent to wh￿h noTrcompliance might have a material effect on the financial ststements. We also consNJered those law5 and regulab.ons that have a direct impact on the financial stslements such as the ChaTrties acts. Compans 21J06 and UK tsx legislation. We evaluated managemenf$ incentives and opportunrtw for fraudulent manipulation of the ffinanaal statements linduding the risk of override of ¢ontrols). and ¢Jelemine(l that the principal risks We￿ related to postin9 inappropriate journal entries to overslate profft and management bias in accounting estimates. Audit prrtedures performed by the engagement team i￿uded.. Discussions with management and Twstee Dire¢trrts, induding ¢onsKleration of kntr•yn or suspected instances of non-compliance %Mth l•$ and regulats.ons and fraud," Idenbfying and testing joumal entries. in partular any joumal entries posted unusual account combinations., As wuired by ISA 240, inwrating an ment of unwedictabih'ty into our audrt lestjng. There are inherent limitabons in the audit procedu￿$ described above. We a￿ less likety to become aware of in$tan¢es of non-comp11a￿e Vlryth laws and regulakn.ons that are not ¢k)sety related to events and transactions reflected in the finarrial statemeirts. Also. the risk of not detecting a material mi$$tatemenl due to fraud is h￿her than the risk of not detecting one ￿sU￿"n9 from error. as fraud may invofve deliberate concealment by, for example. forgery or intentional misrepresentations. or through collusion. A further descriptr.on of rAr responsIb￿rt￿$ for the audrt of the financial SL7te￿￿nts is h)caled on the Financial Reporting Counul's website al WW•¥.frc.rAg.uklauditorsrespDnsl)ilrtie$. This descripts.on fcms part of our Report of the Independent Auortors. Page21

REPORT OF THE INDEPENDENT AUDThORS TO THE MEMBERS OF CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY Use of our rnport This report 1$ made solety to the charitable company's membws. as a bo*. in xcrydan¢e with Chapter 3 of Part 16 of the Companies Act 20(6. Our audit work has been undertaken so that we might stale to the charitable company's members those matters we are required lo state to them in an audrtors, report and for no other purpose. To the fullest extent pemirtted by law, we do not accept or assume responsibility lo anyone other than the ¢haritable company arKI the charitabk company'$ membets as a body, for our audit work, f￿ this report, or for the opinions we have formed. Gavin Vthitter FCA (Senior Smutory Auditorfj for and on behalf of Gibson Vth51ter knmited ststLrtory Auditors Larch House Parklands BU￿ne$S Park Denmead Hampshire P07 6XP Date.. Page 22

CENTrE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY STATEMENT OF FINANCIAL ACTivmES FOR THE YEAR ENDED 31 MARCH 2025 31.3.25 Total fvnds 31.3.24 Total funds Unrestricted Restricted funds fvr Notes INCOME AND ENDOWMEMfs FROIA Donations and lega¢ies 1.232 1,232 119.993 Charftsbl• acthlties Digital capacty development 625.152 415.375 1,040.527 1,582,865 Total 626,384 415.375 1041.759 1,702,858 EXPENDITURE ON Ra6ing fund$ 13.068 13,068 21.292 Charltsbl• a¢tiviti•s Digitsl capacity development 738,670 367,52S 1,106.195 2,218,523 Total 751 738 1 119263 2239815 NEf IN¢OMEI{EXPENDITURE} (125,354) 47,850 177,504) {536,957) RECONCILIATION OF FUNDS Total fiJnd$ brought lo￿TIl 173,409 12,138 185.547 722,504 TOTAL FUNDS CARRIED FORWARD 48,055 59,988 108.043 185,547 The Tr)tes frjm) part of these financial statements P4e 23

CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY BALANCE SHEET 31 MARCH 2025 31.3.25 31.3.24 FIXED ASSETS Tangible assets 13 3,016 4.127 CURRENT ASSETS Debtors Cash at bank 14 230,675 106,893 270.528 494,664 CREDITORS Amounts falling due within one year 15 {165.5011 1313,244) NET CURRENT ASSETS 105.027 181420 TOTAL ASSETS LESS CURRENT LIABILMES 108,043 185,547 NET ASSETS 108,043 FUNDS Unrestricted fvnds Restrithd fvnds 17 48,055 173,409 12.138 TOTAL FUNDS 108 043 185.547 These financial slatemenl$ have been prepared in accordance with the provisions applicable lo charitable companies subject to tr* small Companies regime. The finanaal statements ￿re approved and aLthorised for issue by the Board of Trustees and auth￿se￿ for issue on ..191h November 2025........................ and Y￿re sBned on its behalf by.. Gaia-lnes $so- Trustee The notes fomi part ofthese finanual stalements Page 24

CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2025 31.3.25 31.3.24 Notes Cash flo￿ from operatlng •ctlvlll•s Cash generated from operations 346,618 320.998 Nel cash used in owalirYJ actNitie$ 320 9981 Cash flows froffl investing activities Purchase of tangible fixed assets Sale of tangible fixed assets (1.300) 12.166) 560 Net Co$h used in investing xlMt*s Change In ¢ash and cash •qufvalonts in th• r¥portin9 period Cash and ¢a$h •quivalents at th• b•glnnlng of tho r•portlng POri (322,6041 710 375 Cash and cash equivalents at the end of th• roporting period 387,771 The notes form part ofthese fin8nual statements Page 25

CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY NOTES TO THE CASH FLOW STATEMENT FOR THE YEAR ENOED 31 MARCH 2025 RECONCILIATION OF NET EXPENDrruRE TO NET CASH FLOW FROM OPERATING ACTIVITIES 31 3.25 31.3.24 Net expenditure for tho r•portlng p•rfod (as pwth• Statement of Fin#n¢lal Adlvltl•sl AdJustm•nts for. Depreciation charges Loss on disposal of fixed assets Ilncreaselldecrease in debtors (Decreaseifincfease in creditws (77.5041 {536.957} 1.280 1.131 1123,782) 147,743 1.410 583 201,915 Net cash us•d in owation$ 320 998 ANALYSIS OF CHANGES IN NET FUNDS At 1.4.24 Cash fltr4V At 31.3.25 N•t ¢a$h Cash at bank 39,853 Total 347,91B The rth fom part of these financial slatements Page 26

CENTrE FOR THE ACCELERATION OF SOCtAL TECHNOLOGY NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 IAARCH 2025 ACCOUNTING POLICIES Basls of prnparlng th• finandal st•lem•nts The financial statements of the tharrtab￿ cortyary. thich ts a PU￿1¢ b)effit enb'ty under FRS 102. have teen prepared in ￿CordanCe the Charitss SORP IFRS 1021 'Accwnting and Repoiting by Charrts". Statement of ReCom￿￿nded Practice atplKable to chaiibes weparing th￿r account$ in accordan￿ the Finana Rep)rb"ng Stsndarf app1Kab￿ in tr UK aThJ Republic of Ireland IFRS 102} leffective 1 January 20191.. Finanoal Reky)rb'ng StaThJard 102 Tr Financial Repth"ng Standard applicable in the UK and Republ￿ of Ireland, and the CompanEs Ad 2006. The financial slalements Going concern The financial statements have been prepared on a gory c4Jncem basis as the tr￿￿teeS believe that financial risks are Manageats￿. through appropriate nK)rMtoring of new income streams, and readiness to respond prornpty in the event of adverse varian￿. The trustees have ¢￿S￿le￿d the level of lurKts held and the expected level of income and expendrture ￿ 12 n￿nthS from authorisirBJ these financial $lements. budgete(l inc¥)me and exFendrture is wfficnt the level of reserves, ftw Ihe charity to be able to continue as a gcrfng concem. Crltkal aecounting judgwnents al￿ key sour￿$ of estimation uncertainty In Ihe applicatKJn of the Chanta￿e Compan¥s ￿C￿nIlng Wicies, the trustee directors may be uired lo make jUdge￿nts. estimates and assunwtions at¥)ut the carying amount of assets and liaknlities that a￿ not ￿alIty appent from other The e5b"mate5 and a550Ckiled assumpb'on5 are based on the hiStc￿Cal experience and other fadors trbat a￿ ¢ongdered lo be re￿Vant. Actual results may dnYeT from these estimates. The estimates and underty￿9 asgjmptions are rewe￿￿ on an ongoing basis. Rewsions lo acDJunb"ng e5b"mate5 ￿e recognised in the penod in the estimate is revised rf the ￿¥1$￿)n affects that pernd. or in the per￿1 of the revisK)n and ftrture per￿S if the revisi¢Jn affec15 both ojrrent and fubjre peviods. There are currenty no crth'cal eskn'mates or judgements requNing dlsdosu￿ in additJn to the accaxmtirwJ poks described. In¢ome Voluntsry incorfte induthng dOnatp￿S. gffts and legaoes grants that provpae core frJndrrrfJ or are of genefal nature are recognised vthere the￿ 1$ entillemenL the receipt is probAe and the amount can be measuwj Y￿h suffiwrt relrablty. Income receNed under o)ntraL# enbuement to grant fvrKling is s￿)Ie¢t to specffic performance cOr￿￿.0ns. income Is (￿lY deferred Vrt￿n. the donor $peofies thal the grant or dortab"￿ must onty be used In fiknJ￿ acwJnlir@ periods., or the dorN has imposed condibons must te met tefore the charity has uncondrtw)nal entiUement. Incp)me from xbwbes to generate fiJThJs. suth as seThices yovthd. arJ investment income a cognised on a receivable basis. Volunteers and donated services The value of seNiw Provided by voknrrteers i8 rh)t incorporated irrto these finanrAal statements. here gocrtjs or services are provided to the charity as a dcnation th wkl nomHIty be purchased from supplief5, this contribution is induded in the finanaal statements at an esb'mate based on the v4ue of the contributK)n to the d)arty. Exp•nditure Expendrture is recognised kn a liability is ir￿rred. Contsathjal arrar￿￿ents are recognised as gc¥Jds or seN¢e$ are SUP￿*d. Expenditure on raising funds are those costs in￿rred in altracling voluntary ino)me. Page 27 ¢￿tinU￿...

CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY NOTES TO THE FINANCIAL STATEMENTS- contlnued FOR THE YEAR ENDED 31 IAARCH 2025 ACCOUNTING POLICIES- continu Expenditure Charitable aciivities include expenditure to supp)rt the ¥￿der and more effective u$8 of tethnobgy lo drtve social change. Charitable ￿ti¥rt￿s inchjde both the direct costs and support costs rdating lo the$e actMtie$. Support costs include central functions and g0vemar￿¢ costs and have been allocated to aclivrties on a basis consistent with the use of resources. Irrecoverable VAT All resources expended are dassifd under a¢vity headings that agg￿gate all ￿$ts ￿tated to the category. Irrecoverable VAT is dwryed againsi the category of resourc￿ expended for vthi¢h r( was irKurfed. Grants offe￿d subj'ect to conditicws hwle been met ai the year end date are n¢Xed as a commthent bLrt not as experKIrtLTr. Tangible fixod assets Dep￿cia￿'0n is provided at the fdlowing anThJal rates in order to vnite off exh asset over its estimated useful life. Plant and machinery . 33% on cost Individual assets costing £500 or more are capitalised. Taxatlon The charity is exempt from C￿por*.0n tax on its Chaiitsble activities. Fund accounting unrest￿ted funds can be used in aCC￿da￿e with the charIt￿e objectNes at the discretion of the trustees. Restricted fvnds can onty be used for partwlar restn"¢te(I purposes ¥thhin the obpct5 of the chafity. RestrictKJns artge when SFecthed by the donor (Y wtvi funds are raised particular ￿$tricted purwses. Furlher explanation of the nature and purpose of e&h fund is In￿uded in the notes to the financial Statements. Hlre purchase and l•aslng wnmllm•nts Rentals paid under operating leases are charged to the Statement of Financial A¢tivittes on a straighl line basis over the period of the lease. Pgn$lon costs and other postryrntirom•nt benefits The charitable company operate5 a defined contn"bub"M pension schwne. Contributions payable lo the charitable company's pens￿ scheme are charged to the Slatement of Financial ACtiV￿"e8 in the period to which they relate. Page 28 continued...

CENTRE FOR THE ACCELERATION OF SOCEAL TECHNOLOGY NOTES TO THE FINANCIAL STATEMENTS- continuad FOR THE YEAR ENDED 31 MARCH 2025 DONATIONS AND LEGACIES 31.3.25 31.3.24 Donations 1,232 119.993 INCOME FROM CHARITABLE ACTMnES 31.3.25 31.3.24 Grant$ Sefvrce income Digrtal ¢apa¢ty de¥ek)pment D￿rtaI capacrty devebpment 465,469 575 058 1,403,164 179 701 1040.527 1 $82 865 Grants receNed, i￿1￿led in the above. are as folkxs" 31 3.25 31.324 Refvgee Action Paul Hamtyn Foundation Esmee Fairbaim Cty Bridge Trust The National Lottery Community Fun& Catstyst Sport England Tides Foundtion Yapp Charitable trust Tudor Trust The Disrupt Foundation Joffle Power lo Change Digital Skills CC￿S0rt1uM Trust for London 31.294 22,500 105.000 10,000 14,463 220,000 15,000 230,800 593,736 30,177 57,299 2,500 5,000 255,738 10,500 25,250 208,076 8.800 465,469 1,403,164 RAISING FUNDS Raising donations and legacles 31.325 31.3.24 Stsff costs 13,068 21,292 Page 29 continued...

CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY NOTES TO THE FINANCIAL STATEPAENTS- ￿rtIn￿od FOR THE YEAR ENDED 31 MARCH 2025 CHARITABLE Ac￿￿llES COSTS Grant funding of Direct aCtiV￿e$ Costs (see (see note le61 SUp￿t costs (see note 8} 7) Tota15 Digital capacty deVelOp￿nt 845.730 157.117 103.348 1.106 195 DIRECT COSTS OF CHARITABLE ACnVmES 31.324 Staff costs Subconlrxtors Travel and subsistence Oiher threct ¢osls 513,738 289,090 8,618 34.284 452.675 945.417 13,583 103 482 845.730 1 515 157 GRANTS PAYABLE 31.3.25 31.3.24 Digital capacty devebFThenl 157,117 326.445 The total grants paid to insbtutsons duriThJ year was as follows.. 31.3.24 The Developer Society Deloitte Digital Connect We the Catalysts CIC Platypus Third Sector Lab 132,000 (3.4451 90,000 108,060 130,385 7.050 157.117 328.445 D•loitt• Digital Connect This programme is run in pathership wth Debitte UK. To9ether we supported 28 charity ¢Jigtial leads to leam and grow through a mulbformed support offer. This offer helped them learn and apply new ski115 and pradi¢e$ to their own digrtal projects. The support induded.. Mentoring and troUbleSh￿ting on their named project. {DelNered ty over 30 Deloitte UK volunteer digrtal experts via 52 one-ts>one ¢alls}. Group training sesgons" 24 w0￿$1￿)P$ on digital and desyn pracb.ces (delivered by Delortte UK and CAST) Peer support seswons: 14 Feer supm and Lunth & Leam sessb)ns. (Delivered by CASTI Self-serve supwt.. over 100 bespoke d￿rtaI rescwr¢es shared with digital leads Th• Developer Soclety Onward grants to the Developer So• were for the Disrupt Foundation project and th• Al Knowledge Hub. Esfftee Falrf>alm Prol•¢l Onvmrd grants to Platypus DvJital Third Sedor Lab part of the Esmee Fairbaim project. Page 30 continued...

CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY NOTES TO THE FINANCIAL STATEAIENTS- ¢ontlnu FOR THE YEAR ENDED 31 MARCH 2025 SUPPORT COSTS Governance costs Management Totals Digital capacty development ,326 7,022 103,348 Support costs, induded in the atrthe. are as folkm: Manag•m•nt 31.325 Digital capa¢Jty development 31.3.24 Totsl aclivil¢es Wages Social sewnty Pensions Rent Telephone Postage and sta￿nery Sundries Equipment ￿paIrS and ￿new815 Softsvare and li￿nce expenses Administration setvKes Bank charges Trainin9 Professional fees Bookkeeping and payroll fees Recruitment cosls Depreciation of tsngible and hentage assets Loss on sale of tangible fixeil assets 53,240 12,378 4,169 4,088 279.756 30,133 13.791 5.534 380 371 856 76 574 519 242 2.607 13.060 1,286 300 21.969 1,351 5.111 3.306 2,834 600 1,452 1.280 1,410 583 96,326 368.C61 Govomance costs 31.3.25 31.3.24 capacty development Total activities Auditors, remunerat*)n Trustee meeting arKI expenses Legal fees 6.960 28 6,660 160 40 7,022 6.860 Page 31 continued...

CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY NOTES TO THE FINANCIAL STATEMENTS- continued FOR THE YEAR ENDED 31 PAARCH 2025 NEf INCOMEIIEXPENDrruREI Net incomellexpenditurel is stated after chargin91{creditwwl: 31.3.25 31.324 Auditors. remuneration Depreciation - owmed assets ¢)thef operating leases Oefiot on disposal of fixed assets 6.￿0 1.280 4.088 1.131 6,660 1,410 5,534 583 10. TRiFSTEES' REMUNERATK)N AND BENEFtrs During the year no trustees receNed remuneralion from the chafitaty￿ company {31.3.24'. £n￿l. Trugt••s' •xp•ns•s During the year nil trustee (31.3.24". one trustee) was Twmbursed expenses by the charity for Iravel totsllir@ £nil131.3.24.' £121). 11. STAFF COSTS 31.3.25 31.3.24 Wages and salafies S￿1¥1 security costs Oiher pension costs 513,873 55.604 688,578 73,551 596,593 797.647 The average number of employees during the year was as follow&". 31.3.25 31.3.24 Cttarrtabte SupFort The numb& of empknyees Wh￿Se emFloyee ber*fits lexduding employer pension c05ts) exceeded £60.000 was.. 31.3.25 31.3.24 £60.001 - £70,000 £90,001 - £100,000 Page 32 continued...

CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY NOTES TO THE FINANCIAL STATEMENTS- ¢ontlnu•d FOR THE YEAR ENDED 31 IAARCH 2025 12. COMPARATIVES FOR THE STATEIAENT OF FINANCIAL ACTIVITIES UnrestrKted Restricted frJrKIs funds Totsl fijnds INCOME AND ENDOWMENTS FROM t)onalions and legacies 119.993 119,993 Charltabl¢ actlvlll•s Digital capacity devdopment 13S5 701 1582 865 Total 1355 701 1702 85B EXPENDITURE ON Raising fvnds 21.292 21.292 Charitable activiti•s Digital capacity deve10pw￿nt 774, 2.218 523 Total 2 239815 NET INCOMEI{EXPENDtruRE} (449.095) 187.862) 1536.957) RECONCILIATION OF FUNOS Total funds IKwght fopwaT(I 622.504 100,000 722.504 TOTAL FUNDS CARRIED FORWARD 173,409 12,138 18S,547 13. TANGIBLE FIXED ASSETS Plant and machinery COST At 1 April 2024 Addth"ons Disposals 8.718 1,300 1.697 At 31 March 2025 DEPRECIATION At 1 April 2024 Charge for year Eliminated on disposal 4,591 1,280 At 31 March 2025 5,305 NEf BOOK VALUE At 31 March 2025 At 31 March 2024 Page 33 ¢ontinued...

CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2025 14. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR 31.3.25 Trade debtofs Other debto 183,868 58,000 48 893 230 675 15. CREDITORS: AMOUNTS FALLING DUE YIIThIN ONE YEAR 31 3.25 31.3.24 Trade crediltys Social securty and other taxes VAT Other creditors 22.430 38,328 36,944 9,904 228.068 52,362 90,709 165 501 313244 Deferr•d In¢om• Deferred income comprises grant recerved for fvlure finanoal periods. 31.3.25 31.3.24 Balance brought forward Amount relea$e to incoming resources Amount deferred in the year 27,500 Balance carried fward 16. ANALYSIS OF NET ASSETS BETWEEN FUNDS 31.3.25 Totsl Jnds 31.3.24 Total furkls Un￿strICted Restrided funds funds Fixed assets Current assets Current liabilrties 3,016 171,416 126.377 3,016 270,528 4.127 494,664 99.112 48,055 59.988 185.547 Paje 34 continued...

CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY NOTES TO THE FINANCIAL STATEMENTS- continu•d FOR THE YEAR ENDED 31 PAARCH 2025 17. MOVEMENT IN FUNDS Net movement in fvnds At 31.3.25 At 1.4.24 Unrestricted funds General funds 173.409 1125,3541 48,055 R•strlcted funds Power to Change Al KnovAedge Hub Esmee Fairbaim 12.138 {12,138} 11,448 11.448 59,988 TOTAL FUNOS 185,547 108,043 Net movement in fvnds, Ind[￿ed in the above aR as fdlow5: Inccvnir¥J resources Resources Movement expended in fvnds Unrestrlctsd fvnds General fvnds 626.384 (751,7381 1125.354) Restricted funds The Disrupt Foundalion Power lo Change Okta Al KnO￿edge Hub Esmee Fairbaim 208.076 (208.076) (12.138} (57,299) (33,552} 56,460 112,138) 57.299 45.000 105,000 11,448 48,540 415.375 367,525 47.850 TOTAL FUNDS 1.119,263 77.504 Comparatives for movement in funds Net movement in fvnds At 31.3.24 At 1.4.23 Unr•$trld•d funds General funds 622.504 1449,0951 173,409 R•stTiCted funds Cty Bridge Trust Power lo Change 100,000 (100,0001 100 000 12,138 TOTAL FUNDS 722.504 536,957 185,547 Page 35 continued...

CENTRE FOR THE ACCELERATION OF SOCIAL TECHPIOLOGY NOTES TO THE FINANCIAL STATEMENTS- contlnuod FOR THE YEAR ENDED 31 IAARCH 2025 17. MOVEIAENT IN FUNDS - contlnued Comparative nel movemenl in funds. inc1￿Jed in above are as fol¢yAB.' I￿Oming resources Resource5 expended Movement in ftjnds Unr•strl¢tod funds General fiJnds 347.157 17%,252) 1449,0951 Restricted fvnds Paul Hamlyn F(￿ndat￿)n Crty Bridge Trust TNLCF- Growng Greal Ideas Sport England The Disrupt Foundatv)n Poer lo Change 220.000 230,800 593.736 30.177 255.738 1220,0001 1330,800) (593.736) 130.177) (255.738) 13.112 1100,000) 1355 701 TOTAL FUNDS 1,702.858 2.239,815 $36 957 Paul Hamtyn Foundatlon This grant is lo support the continued devdopmenl of the Catatyst. SpecfficalEy. it enable the Cotatyst to gafvani5e a cross-se¢tor in prowding digrtal SUPFQrt to voluntsry and charitable organisations auos5 the UK City Bridge Trust This grant was provided towards the LorKlon elements of the conttnuing devdopment of the Catalyst netsyork, whKh VAII make ￿¥71 SOC￿ resilient by embedding digital in their strategy, services and governance. Tho National Lottery Community Fund (fNLCF)- Services Funding to complement the aforementioned EDA to provide digital. data and deswn seivi¢es to Support nonproffts a$ part of The National Lottery Communty Fund and Catatyst Digitsl Covid response fvnd. D•loltt• Digital Connect This programme was a rw partnership iih Deloitte UK. Together we supported 28 chty digital leads to leam and grow through a muhrformed support offer. This offer helped them leam and apply rw S￿.11$ and practices to their d￿rtaI projects. Sport England This grant is to design and delNer an Innovation and Digital Accelerator to support Sport National Goveming Bodies to amplrfy thwr ambI￿n5 associated the Bimiingham 2022 Commonwealth Games. The grant enab￿d CAST lo develop supp)rt and resource$ for NGBS and the wider spoib.ng sector lo develop their use of dyrtal, data and des￿n. Dlsrupt Foundallon This grant is lo develop a stslable and reusable digital product (or set of digrtal products) that can support civic society organisab.ons to overcome shared challenges m prowding better a￿e$s, support and ser¥￿eS to m￿rants and those seeking asybJm. Powor to Chang• Our Communty Explore progran¥ne supported 20 community busines￿ over six months to ￿e￿e into Community Tech using a user-centred. test-driven desHJn approac*. This V•X)rk was part of Ihe Power lo Change Discovery Fund. P•Je 36 continued...

CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY NOTES TO THE FINANCIAL STATEMENTS- contlnu•d FOR THE YEAR ENDED 31 IAARCH 2025 17. MOVEMENT IN FUNDS- continued Al Knowlgdgo Hub Working with Paul Hamtyn Foundalion and Trust fN London to create and lesl an Al archivist, that has access to intemal documents Isuth as board papers. dis¢ussions, minutes and decrsions madel lo be used to bring past-infOm￿tIO￿ into current meetings. The aim of thi$ work 1$ to understsnd how Al might usefvlly support Institut￿n01 Mem(￿Y. A fvrther part of this project is lo look for alignment befv￿en the tsvo organisations, to identify additional opportLinilw for knovAedge sharing across the sector. Esm•¢ F¥lrf>alrn Working to sustain and fvrther develop Ihe key th'grtal irrfrastructure of support helping charf(ies make best use of digital, data and de$ign. Fundv)g from E$mee Fairbaim supwrt$ the continuation of seryices develo￿ as part of Catatyst, and ahms lo increase the number of charibes benefib'ng from this support. Okta Under their Okta for Good Fund, Okta is a lo￿terM supporter of CAST, aiming to continue lo build the secto¢s capacity around digital. d*a and Al. Wth Okta's support we are building spaces, resources and tools that enable charilies to collecbvdy develop their conf￿enCe and skills in Al. 18. EMPLOYEE BENEFtr OBLIGATIONS The charitstye c¢ynpany operates a defined contribub.on pensH￿ scheme. The pension costs charge represents contributsons Payab￿ by the charTtable company to this scheme and amounted lo £27,116 131.3.24". £33,318). There was £5.176 of outsLinding conth"bub"orts al 31 March 2025 131.3.24.' £5,961) 19. RELATED PARTY DISCLOSURES There were no related paty tranSath'0￿ for the ye¥ ended 31 Mard12025131.3.24'. none). 20. ULTIMATE COPlfROLLING PARTY The Charitable company is under the control of rts members. No one member has control of the charitable Company. Page 37