2023-03-31-accounts

making space Kind hearted care and support Making Space Company Registration No: 01642033 Registered Charity No: 512907 Annual Report & Financial Statements For the year ended 31st March 2023

Makin9 Spac8 l Annb31 Report 2022.23 Trustees, Annual Report Incorporating thè Dirgctors. and Strategic Report Contents Trustees, Annual Report statement of Trustees, Responsibilities 20 Independent Auditor's Report 21 Statement of Financial Activilies 25 Balance Sheet 26 Cash Flow Statement 27 Notes to Financial Statements 28 P£8e 2 0145

Space l Annual Repori 2022-23 Trustees, Annual Report Incorporating the Directors, and Strategic Report Chair's Welcome Making Space is a unique organisalion with a clear social purpose, strong value sel and ambitious vision. I was delighted lo be appointed as Chair in December 2022 and l am pleased to present our Annual Report and Financial Slalements for 2022-23 which provides a summary of the year's aclivily. There have been many highlights to celebrate this year, including our annual event for the people we support which was held al the Pavilions of Harrogate. The event was attended by over 300 people and with a theme of Around the World with Making Space.. 11 was an exciting and vibrant celebration of the diversity of the people we support. As part ol our objective for people lo have a place lo call home, under our strategic pillar lo provide 'Care Designed for the Future.. we have re-designed a SL*PPOrted living service in Merseyside. enabling us lo provide intensive support for people al a lime they need Il the mosl. OLir commitment lo providing high- quality housing for the people we support continued with the Board agreeing lo the purchase of new propertie5 in Cheshire and Cambridgeshire. Our services continue to grow In numbers and were delighted this year lo welcome Cheshire East All Age Carers Hub lo the oiganisalion. Making Space has been supporting unpaid carers lor over 40 years and welcomes Ihe opportunity lo bring ils localily-based support lo Cheshire East. This year the Board discussions have been focused on the charity's future development and suslainabilily in the context of a challenging op&raling environmènt Discussions over the last year have focLised upon risks and opportunities, both internal and external, and how we can best respond to these. Trustees and the Senior Leadership Team make lime lo rollecl on the organisalion's stratègic priorities and we intend lo priorilise more lime for such discussions over the coming year as we embark upon a new strategic planning cycle for the charity. We have continued lo embed slrenglhened governance processes, building upon our Governance Review of 2021. We have Implemented two new sub-commillees for the Board with clear accountabilities and Terms of Reference. All Trustèes join al least one Committee which are supported by members of the Senior Leadership Team. OLJr Governance processes continue lo be reviewed and enhanced lo ensure that assurance is provided lo facililale effective decision-making. The Trustees are commilled to listen lo what the people we support Say about the oharily. One way we do this is through our experience survey. The 9 questions used were based on 'l' slalemenls from the Think Loeal Act Per80nal framework, Making It Real. Some of these 'l' slalemenls were reworded lo enable as many responses as possible from all of our service types. 'I' statements are an assertion about what people expect to feel and experience when it comes lo personalised care and support. Receiving feedback such as 'Making Sp8Ge is an excellenl seNice focussed on people's wellbeing, safely and independence" gives the Board assurance that we are making a difference and slaying true lo our core values. I wish lo acknowledge the leadership provided by Rachel Peacock, our CEO, and the Senior Leadership Team in ensuring that the organisalion has stayed on track in delivefing against our strategic pillars and Clearly demonstrating Making Space's values in all that they do. I would peisonally like lo thank my fellow Trustees and the Senior Leadership Team lor their support lo me, and their commitment lo the charity. The production of an annual report and financial slalemenls means our Finan￿ department has undertaken a huge amount of work for our audit conducted by Mazars. On behalf of the Board, I would like lo thank everyone involved for all their hard work in the preparation of our annual report and financial Stalemenls. In the year we have seen some Changes lo our Senior Leadership Team and we have said goodbye lo a number of Trustees, I would like lo pass on my and the organisalion's sincere gratitude lo those colleagues who have left us this past year Page 3 of 45

Makin9 Space l Annual Repoil 2022-23 Trustees, Annual Report Incorporating the Directors, and Strategic Report l extend a warm welcome lo our new colleagues Nick Farmer and Paul Turney who join the Senior Leadership ream, and lo our new Trustees. as we create a unitary Board together and enter 8 new era for the organisalion. In welcoming our new colleagues, l am confident that our governance and leadership will be refreshed and that our bold ambitions are in good hands. Everything that Making Space achieves is possible due to the dedication and resolve of (he people we support," our employees and volunteers. The Board warmly thanks them all for Iheir individual and ollective contributions lo Making Space's work lo achieve our vision lo pul wellbeing al the heart of health and social care We present our annual report lo you wishing everyone involved wilh Making Space Ilie very best and our kindest thoughts Professor Mike Thomas Chair ol Trustees 7" OLIiL*Mb£71 1013 Page 4 of 45

Maklng Spac8 l Annual Report 2022-23 Trustees, Annual Report Incorporating the Dire¢tor$' and Strategic Report Chari Ob'ects and Public Beneflt obpds Of￿ Chanty are the rel￿ of peop￿ are w) need by reason of any physical or ffntal Ik)ess or disability arising from age, accident, disease or infection. inclLkling bjl without limitation leaming disabilitses aTh dementsa and relief ol their f￿llieS a￿j caier5. The TrLslees, in exercising their powers and duties, have complied with their duly in section 4 of the Charities Act 2011 to have due rogard lo the public benetit guidance published by the Charity Commission. Aclivilies for 2022-23 continue lo deliver public benefit by supporting individuals, their families and carers when facing the challenges associated with physical or mental illness or disabilily, learning disability and dementia. Our vision is lo pul wellbeing al the heart of health and social care. This is supported by our mission to build relationships. connect communities and provide quality care as unique as the people we support. Everything that we do at Making Space is done in the belief Ihal.. Everyone mallers and deserves a chance Everyone has a voice which is worth listening to Anyone can be arfecled by poor health Poor health should not be a barrier lo finding joy and purpose in life Support should be there lor anyone who wanls il Support should be there al the point, and in the form, Ihal il is needed We Can and do improve and change lives There is so much more still lo do. Our values determine who we ao. how we live our lives, how we Ireal k￿pIe and every decision that we make. 11 is importanl for us as a health and social care provider to have the right values. 11 is even more important to have a workforce that shares these values. We have 5 co-produced values that represent what we stand for. Each value has a clearly defined list ol behaviours that help us lo Iranslale them into day-lo-day actions. Kind Hearts.. Generously building empathy and conneclion lo create a sense ol belonging We care about people We are compassionate, underslandlng and fair We actively listen wilhoul judgement and develop our understanding of other5 We act with kindness, transparency and warmth We encourage each other lo be OUfselve$ Tailof-making.. Nurturing unique relationships to make every day count We lake the lead from the people we support We aim lo adapt and evolve based on what people need and want We reflect on the Impact our behaviour may have on others We have the right skills and training We work together lo share information and find solutions Oreaming Big Harnessing imagination we generate confidence in ourselves and others lo lake the first step We find ways to meet or exceed people's expectations We are ambitious. creative and flexible We encourage and support each other lo explore new ideas We recognise that small successes can be everything We actively seek the views of the people we support lo help improve our services Page So145

Mdking Space l AnnuÈl Report 2022.23 Trustees, Annual Report Incorporating the Directors, and Strategic Report Having Courage". Commilling bravely lo working in ways that lake us lo new places We believe in doing the right thing We lake action and speak up lo make positive change We try new things We 12ke managed risks together We accept and learn from our mistakes Being Ready.. Responding lo whatever comes our way by moving forward together We anticipate change We use our knowledge and insight lo plan ahead We nurture IrLJsI through aulhen11c, honest communication We build collaborative relationships We never slop learning Our services Making Space have been supporting adulls with care and support needs, and their carers, lo lead independent and lullilling lives lor over 40 years We provide services from Cumbria lo Cambridge, %upporting people In their own home, in their local community and with specialist support seivice5. Our Services include Residential and nursing homes Supported living Extra care Floating support Independent hospital Community support and social inclusion Psychological therapies We provide our services lo people wilh an Identified health or social care need, including people with complex nienlal health needs, learning disabilities, living with dementia as well as older pèople and their carers. Our professional and caring teams strive lo go above and beyond lor the people we support, helping them lo live happy, fulfilling and enriched lives and focusing on positive outcomes for each individual. Here al Making Space, everything is done with dignity, respect and compassion for both the people we support and their families. Co-production is al the heart of services and by following ils principles and encouraging others lo do the same, we promote high-qualily, person-cenlred care, 2nd support services lo enable people using services lo say" I live the life I waryl ap.d keep safe and well. I have the information I need when I need it. I have acce5S to a range of support that helps me live my life. l am In control of my support, in my own way. I have considerate SLlPPOrt delivered by compelenl slatt. I can decide the kind ol support I need. Soiirce.. Think Loc81 Acfr Personal (TLAP) Making Space operates acioss England and all services are supported by corporate seNices based in a head office, based In Warringlon, In the heart of the North West of England. We are arranged into three divisions, all led by a leam of dedicated Regional Head of Operations. experienced in managing health and social care provision in either regulated services,. supported living". or community based servI￿s. Page 6 0145

Making Spao | Annual Report 2022-23 Trustees, Annual Report Incorporating the Directors. and Strategic Report The majority of our provision is in the North of England with a growing presence and portfolio aeross the Midlands area. Each direclorale delivers services across our continuum of support that is based in the local community, in people's homes and specialised support, We are commissioned by Local ALJlhorilies and the NHS lo provide services that meet the principles of the Care Act 2014, which is built upon reviews and reforms lo provide a coherent approach lo adult social care in England. ate Review To achieve our ViSiOF) of pulling wellbeing al the heart of health and social care we have idenlilied four strategic enablers. The enabling pillars that support all th81 we do are.. Co-produced services Digital capability Care designed for the future A dedicated and commilled workforce The assumptions for our strategic plan recognise the following significant factors lor the people we support.. Dem8nd for social care relating lo the vulnerable and older people will continue lo increase Increasing complexity of need and increasing levels of care in the home is expected On-going pressures on stalulory funding will Increase strong employment markets will impact on workforce recruilmenl and retention Commissioners will look lo providers for new. Innovative and efficient models of care Regulatory requirements from cac and Charity Comniission will increase Transformation ol front-line care will ulilise digital technology The Board of Trustees measure the delivery of OLJr strategy through a series of Key Performance Indicators that are reviewed annually and focused upon four key aclivilies. Services we deliver People we support Increase di9ilal capacity in service design CQC Compliance in lop quartile Service utilisalion compared lo ¢onlracl requirements Active involvement in design and delivery of services Varied choice of volunteering roles in oui services servi￿ satisfaction audits People working with us Finance and Governance Employee Vacancy rates Employee Turnover 4/0 Operational workforce with a level 2 qualification Actual lolal surplusldeficil v8 budgeted surplusldeficit Annual growih income whilst generating a reasonable surplus Actual reserves vs policy largel Annual Trustee skills and experience audit Page 7 of 45

Making Space l Annual Report 2022-23 Trustees, Annual Report Incorporating the Directors, and Strategic Report eo In the last twelve months we have supported 14,500 (2022.. 11,2451 people across the country accessing the following setvices. Service Type No. of people using the services Psycliological Wellbeing Services 3,150 Community Based Dementia Services Social Inclusion/Day Services 2,404 396 Carer Support Support Accommodation Provided Support Accommodation Not Provided Extra Care ICQC Regisleredl Care Homes Wilhoul Nursing ICQC Regisleredl Nursing Homes ICQC Regisleredl Independent Hospitals Total 6,757 644 412 459 222 39 Strate ies for achievin Aims & Ob ectives and Ke Performance Measures Ke deliverables for the ear lo 31 March 2023 were. Increase the voice and visibilit of thg or anisation. eo lewesu ort into the overnance of the OLiring the year. Dlaking Space maintained the commitment lo involve people we Support in slaff recruilmenl, with 440/0 of posts having some form of user involvement and engagement. As part of our response lo the Care Quality Commission's regulatory requirement lo have a Service User Guide in place across registered Se￿iCe$, a new guide and information handbook was co-produced and designed for use across Making Space Additional support was provided ID Making Change group members and volunteers throughout the COVID-19 period with positivè feedback around online events and meetings. lement a hased di ital su and communit based services. ort and care lan latform across s ecialist residential Following a comprehensive assessment of the market place. Nourish, an experienced provider of digital care plans was contracted lo support the roll out of a project iniplemenlalion plan. This is a key element of the Shine project, lo enhance digital capabilities across the organisalion and enhance the opportunities afforded through innovation and technology, We will com rocess. lete the Trusted Charit Level One self-assessment and accreditation Following changes lo the Nalional Council for Voluntary Oiganis81ions, the Tru81ed Charity programme was temporarily suspended pending the idenlificalion of a new provider Making Space have commissioned a governance review from an allernalive external provider. Page 8 0145

Makin9 Space l Annual Report 2022-23 Trustees, Annual Report InGorporating the Directors, and Strategic Report We will review safe uardin and re ulator han es and re ulations. ualit assurance rocesses in li ht of emer in The Quality Assurance Team reviewed all safeguarding and quality assurance processes, which resulted in improving online guidance and reporting processes. In addition a quality audit framework and regional dashboard has been introduced lo give an ovenjiew of service performance on a quarterly basis. U date our workforce reward and reco nition strate This year we have been updating our reward and recognition strategy. We have increased the allowance for our cycle lo work scheme and we have also introduced a car maintenance scheme. In January we launched Wageslream, a financial wellbeing Initiative that helps colleagues lo.. track their pay in real lime, stream 30°k of earned wages when they need it. save money and access advice on managing money. So far, 22010 of our employees have signed up lo Wageslream, and we plan lo increase this engagement further. We have also increased our business mileage rates from 35p lo 40p a mile for all employees and have also introduced a life assurance benefit fiom the start of April 2022. To recognise the achievements of our employees we have again taken part in a nLJmber of external awards in the last year including the National Care Awards, Markel 3rd Sector Awards and Gre81 British Care Awards and have 27 colleagues reaching the national and regional linals. Develo a new 5Uite of ke erformance indicators which su ort the new strate lan. We have now developed and agreed our key performance Indicators lor the coming year. These KPIS support our new strategic plan and are summarised below. Performance against our Key Performance Indicators for 2022-2023 is summarised below: KPI Benchmark Q/0 of services with electronic care plans place against implemenlalion largel. Tar 900/0 above. et Actual Narrative Nourish implemenlallon has been completed. Work remains ongoing lo fully embed the system lo Making Space re uiremenls. There are 20 CQC registered services. Of these one is rated a5 'Inadequ21e', and one as 'Requires Improvement,, the other 18 are rated as ood,. During this year we have improved our performance monitoring and data collection lo enable us lo more effectively monitor our delivery and performance. Increase our digital ability lo measure our impact and outcomes for the people we support. and Provide high quality care for the people who use our services. CQC compliance In lop quartile /0 of services rated as good or above. 90Yo above. and 900/0 3. Ensure services are delivered accord2nce with agreed perfo¥mance and quality levels. Service compared contract req￿IreMentS actual delivered planned hours. ulilisalion lo 80Yo above. and 100,10 and hours verses delivery Page 9 of 45

Making Sp8c& | Annual Report 2022-23 Trustees, Annual Report Incorporating the Directors, and Strategic Report 4. Actively involving ,' Ok of services with a people we support in 'Making il Real Plan, the design and in place delivery of seNiGes. and Every service now lias in place a Making 11 Real Plan. The plans are kept conlinutsusly under review lo ensure that they reflect the nuances each service. Our volunteer criteria has been redefined lo ensure that there Is a consislenl largel and measure across the organisalion A new volunteer strategy is currently being develo ed. I Sei'vices have a wide I range of PTocesses and engagemeiil tools In place lo gain feedback lo enable LIS lo continuously Improve services lor the eo lewesu ort. Vacancy rate for the yeai peaked in March, mainly Impacted by posl COVID and Brexit. High relenlion levels are consislenl acioss the sector with unprecedented levels of leavers. Approx 20°k of seNices have had re¢ruilmenl challenges, isn't widespread and sliowing signs rovemeNI. Turnover has gone down ffom 35Q/o in April, we have also seen improvements in new starter relenlion. Pay was further i uplifted belween 5- above. Connecting people lo Iheii- communities and others Ilirough volunteering of services with volunteer roles, actual versus plan. 80./0 above. and 48Q/o 6 Listening lo the people we support lo Improve our services. 0/0 ol services with service user feedback mechanisms plaTr. 80,/0 above. in 7. Allracl the right people with the right values in the right number. Vacancy compared lo 2020 Ski158 for Care Report of 7 30/.. 6.5,1 below. and 8 Have a workforce that feels valued and rewarded. Turnover compared lo 2020 Skills for Care Report 0130 4 /0 250/. below and 30 90/0 Develop our people's skills lo their lull polenlial. Operational colleagues qualified lo al least level two compared lo 2020 Skills For Care Report o148.0¢/0 and This has been slowly improving all year. We have more than 100 colleagues working towards awards, we have also improved our system lor recordin.g new staffs above. Page 10 of 45

Making SpacÈ l Annual Aeport 2022-23 Trustees, Annual Report Incorporating the Directors, and Strategic Report ualificalions, The main driver for this negative performance was the recruitment issues fell across the company resulting in higher agency usage. This led lo an overspend on staff related costs of £1,000.009. Decreased income by 1.3.10 driven by the closure ol Monet Lodge and the loss of income lolallin9 £1.6m 10. Djlaintain financial viability. our Achieve agreed annual budget deficit of £128,861. Belter budget. than Actual deficit £1,366,607 11. Continue to grow so that our positive impact is fell Inore widely. Achieve growth in income whilst generating reasonable surplus. Income larger than prior year. Income has decieased from £31.4m lo £31.Om When agreeing KPIS with the Executive Management Team, Trustees look lo set largels, which improve performance by benchmarking against industry average information and by looking for continuous improvement. Initially service user outcomes and Care Quality Commission compliance were benchmarked against industry averages, However. Making Space now look for continuous improvement in this area as performanTr is well above industry averages. Employee-relaled KPIS are benchmarked against care sector average information mainly derived from Skills lor Care an ew Despite the pressures associated with coming out of the COVID-19 pandemic across the charity, financial and olherNise. we continued lo deliver on our Strategic Plan 2020-2024 by investing in our people and care-improving lgchnology In year we continued OLir commitment to 81 least pay the Real Living Wage. Our operating deficit for the year was £1,366,607 which does not compare well lo our prior year operating deficit of £872,737 The key driver lo this negative movement in financial performance Is the £1,000,009 delicil generated wilhin staffing costs. Recruitment of staff ha5 been particularly difficult in year resulting in a higher use of ag&ncy lo cover our regulated services. Our lolal income declined from £31,365,221 in 2021-22 10 £30,975,371 in 2022-23 which represents a decrease of 1.30/L¥. This decrease in Income was driven by the closure of Monet Lodge due lo fees received not covering costs resulting in the loss of £1,584,635 of income. This was offset by lender successes lolalling £1.152.000. Total expenditure before gains and losses rose from £32.237,959 10 £32,341,977 which represents an increase of 0. 3¥0. This was a result of the clifficully in recruilmenl and resulting increase in agency costs. There are a number of plans lo reduce this going foThvard. These include agreeing now more favourable rates and reviewing our recruilmenl strategy. There was an overall nel decrease in balance sheet funds from £17,923.348 10 £16.556.741. Reserves and Goin Concern We continue to regularly review and monitor our reserves position to ensure that we have adequate funds to support the work of the charity. Our reserves policy al the time of last year's report was lo maintain an emergency operating reserve as a cash ba18nce of two months expenditure which equalled £5, 323,042. Our policy was lo invest any free reserves over the emergency op8raling reserves into new seNices. Page Ilof45

Making Space | Annu81 Report 2022-23 Trustees, Annual Report Incorporating the Directors, and Strategic Report We are currently working with a local authority on a plan open a number of community living seNices. The full exlenl of this would be lo spend £1.5m ol reserves on new properties. This process is underway with the development of a supported living scheme with a cost of £0.3m. Our balance of cash and short-lerm Investments as al 31 March 2023 was £8,427,953. As of this dale the two month emergency operating reserve was £5,343,814. Under last year's reserves policy £3,084,139 would have therefore been free lo invest in new services As slated above only a maximum of £1,500,000 will be spent on purchasing new property until there is a clearer picture of how inflation is going lo impact oui finances. The planned maintenance reserve currently stands al £71,172. The F3,084.139 01 available ieserves Iherelore need lo be reduced by the possible £1,500.000 Inveslinenl together with the planned maintenance reserve of £71,172 giving excess reserves £1,512.967 Prudence di¢lales that any plan5 to spend these are pul on hold until a budget lor 2024-25 and lorècasls for future years are thoroughly reviewed and agreed. An updated reserves policy will be agreed in 2023-24 which lakes account of financial challenges lacing the social care sector. Investments As a maller of policy, the Trustees review annually the investment 51ralegies of Making Space. The Trustees have endoised a conlirTrualion ol the risk-averse policy lo invest in cash with a number of credil-referenced UK registered banks Interest rate quotes are sought from credil-referenced banks each lime cash Is placed on deposit lo meet the objective of maximising interest received from this limited nlimber ol banks. Subsidiaries Footsteps 2000 Ltd became Making Space's first subsidiary on 1°, April 2021 Foolsleps 2000 Ltd made a deficit of £7,103 on income of £120,119 in the year lo 31 March 2023. Footsteps has a bank balance of £40,826 with a nel assets balance of £10,478. Making Space has not produced consolidated accounts due lo the comparatively immaterial size of the finance of Footsteps 2000 Ltd. Fundraisin Practices Making Space employs a Fundraising Manager and a Fundraising Coordinator. Both of these employees are given delegated authority lo make g¥anl applications on the charity's behalf and lo promote public appeals. eversls and challenges. Our employed lundraisers al80 encourage other Making Space employees, volunteers and supporters lo raise funds for the charity We do not engage a professional fundraiser or a fundraising agency. The charity is registered wiilh the Fundraising Regulator and fully adh>r#s lo the regulalor'o Fundraising Code. To Ihe best ol our knowledge the charity has complied lully with all regulatory fundraising standards. Employees, volunteers and supporters who fundraise on our behalf are offered guidance, advice and supervision from our Fundraising Manager and Coordinator. No complaints have been received concerning fundraising activities during the year. Page 12 0145

Making spa￿ | Annual Report 2022-23 Trustees, Annual Report Incorporating the Directors, and Strategic Report Making Space always acts responsibly to protect vulnerable people whilst undertaking fundraising activities. We avoid fundraising in settings where people may lack capacity lo make decisions, and we do not seek lo fundraise from any people that we support. All fundraising donations are recorded and appropriate checks are made to assure ourselves of the probity of the donation. If we have any reason to question a donation then it will be returned. We proactively engage donors to ensure that they understand the purpose for which their gift will be used. Risk Mana ement The Trustees are responsible for the management of risks faced by Making Space, working to an established risk management process lo assess business risks and implement risk management strategies. This has involved identifying the types of risks faced, prioritising risks in terms of potential impa¢l and likelihood of occurrence, and identifying means of mitigating the risks. Processes in place regarding risk management and internal control include the following.. A comprehensive integrated quality assurance framework, Detailed terms of reference for the Board and sub-cornmiltees. A robust organisational structure with clear lines of reporting and aulhorisation levels. A risk management policy and associated pra￿dureS which are regularly reviewed. The overarching risk lo the charity is damage to our reputation as a trusted health and social care provider. The principal risks and uncertainties lo which the Charity is exposed are.. Quality of care and support.. Robust systems are in place to ensure that people using our services are in a safe environment. Quality performance indicators are in place to satisfy the Board that our services are delivering agreed outcomes for our beneficiaries and matters which require Intervention Gan be identified and actions for improvernenl agreed. Our monthly divisional management meetings are moving towards a digital dashboard, for more timely information that can be sense checked against other indicators to be able lo inform and suggest actions to ensure that our priorities can be mel Financial resilience. The Charity is faced with a challenging economic climate as much of our income is linked lo local authority provision, which is itself under increasing financial pressures. Income levels are continually monitored and there is ever increasing focus on maintaining and enhancing sources of income. The Board approves the annual budget and ongoing oversight is provided through the Finance and Business Development Committee which meets quarterly. Operational financial management is provided through monthly management accounts and business reviews continuously review the ongoing financial viability of individual setNiCeS. Compliance with regulatory and ststutory requirements. A Board Assurance Framework is being developed to slrengthen existing internal systems. We operate in a highly regulated sector and the Charity complies with the requirements of the Charity Commission, Charities Acts and Companies Acts, seeking consent, filing returns and publishing accounts as required. Compliance updates go to each meeting of the two sub committees of the Board. A small number of our services are registered with and subject to inspection by the Care Quality Commission. Attracting the right people to work and volunteer with us. A detailed people plan is in place which includes a range of approaches that support the delivery of the strategic plan and our drive lo become a preferred employer or volunteering choice within the health and social care market. Changes in commissioning environment. The Charity is highly reliant upon statutory funding lo deliver services which is a rapidly changing environment. The Charity has a BLJsiness Development team that sits within a Project Management Office which reports directly lo the Chief Operating Officer and works collaboratively across the business functions of the organisalion. Page 13 of 45

Making Space l Annual Report 2022-23 Trustees, Annual Report Incorporating the Directors, and Strategic Report IT Security and cyber threats. The Charity is obliged lo report cyber security breaches that involve personal information lo the Information Commissioner's Office {ICOI and Charity Commission. In this reporting year there have been no breaches to report. The Charity has a detailed policy and procedure that sets out the measures to be taken by all trustees, employees and volunteers in order to protect the organisalion's information and cornrnunication technology systems, media, infrastructure, data assets and all other relevant equipment from IT security or cyber Ihreats whether internal, external, deliberate or accidental. Governance. The BDard has adopted the principles of the Charity Commission Code of Governance and has a partnership with a governance consultancy lo ensure robust oversight of the charity. This year Trustees have been updating our approaches in a number of areas to ensure compliance with the revised Code and lo deliver beller governance overall. This year we appointed a Chair of Trustees through an external recruitment campaign and three new TrLSStee appointments were made to compliment and strengthen the existing skills ar*d experience of the Board. Ener and Carbon Re ortin Making Space recognises the challenges presented by climate change and the responsibility il has in reducing the negative impact the charity has on the environment. We are committed lo reducing our energy and fuel use as well as waste. Carbon Footprint (Greenhouse gas emissions) e of emission Activi 2022-23 tC02e 350 2021-22 IC02e 384 174 Direct Isco ell Ener Indirect Gas Electricil Sco Intensit metric Number ofem Tonnes of CO2e ees 1,024 1,079 0.52 Assessment arameters Environmental lead Methodology used Paul Turne Chief Finance Officer UK Government Green House Gas conversion factors for com an re ortin We will: Launch our strategic plan 2024-2027 Implement a new corporate website Agree an environmental action plan Strengthen our data collection to improve oversight on service performan Develop and implement a new Dementia Strategy Develop and Implemer)l a new Volunteer Strategy Develop and implement an enhanced quality governance and audit framework Review OLJr service offer for Learning Disability, Mental Health and Older People Benchmark Making Space Servi￿ costs against industry standards so as to ensure a value for money offer lo Commissioners. Implement a new Board Assurance Framework Page 14 of 45

Making Space l Annual Reporf 2022-23 Trustees, Annual Report Incorporating the Directors, and Strategic Report Administrative Details Making Space is a charity {Regislered ¢harily number 512907) and a company limited by guar8nlee (Company Registration number 016420331. Registered Office.. 46 Allen Street, Warringlon, Cheshire WA2 7JB. Trustees Names of all who served as Trustees duiing the reporting period, and up to the dale ol signing.. A Teague A Broadhursl E Johnslone Appointed 25, September 2014 - Resi oinled 25th Se lember 2014 Appointed 22 Jur)e 2017, Chair between 2314 June 2022 _ 81h December 2022 oinled 6111 November 2019 A2poinled 6, November 2019 - Resi A oinled 6th November 2019 App.oinled 6, November 2019- Resi A oinled 18 November 2021 oinled 191h November 2021 Resi Chair - A -pointed 81h December 2022 ned 2314 June 2022 Thd N Hormozi S Hump.hre M Jenkinson K Porceddu ned 10Ma 2022 ned 81h December 2022 W 8onnelin Thomas ned 24 Au LJSI 2022 Co.0 ted Trustees In accordance with Section 3.9 of the Articles of Association the Trustees may at any lime co-opt any individual who Is qualified lo be appointed as a Trustee lo fill a vacancy in their number or as an additional Trustee A Co.opled Trustee holds office only until the next AGM. Names of all who were Co- opted during the reporting period, and up lo the date of signing. are as follow". Vuk on T Quinlan V Carvalho oinled 23rd March 2023 oinled 23" March 2023 oinled 22ThJ June 2023 Chief Officers of Makin ace Chief ExecLJtive Chief Finance Officer Chief O eralin Officer Chief Peo le Officer Com an Secretar R Peacock P Turne N Farmer p orton P Turne Solicitors Hempsons Limited 100 Wood Street London EC2V 7AN Anthony Collins Solicitors LLP 134 Edmund Slreel Birmingham B3 2ES Bankers Lloyds Bank PIC Town Hill Warrington WA1 2LP Auditor Mazars LLP One Si Peter's Square Manchester M2 3DE Page 15 of 45

Making Space l Annual Report 2022.23 Trustees, Annual Report Incorporating the Directors. and Strategic Report Making Space is governed by its Memorandum & Articles of Association. 11 Is an Incorporated tharily registered with the Ch3rily Commission. There is a maximum of 16 Trustee positions on the Board. Al the end of the year, 6 posts were filled. Trustees are elected al the Annual General Meeting IAGMI and hold office for 3 years. subject lo the terms ol Ihe Memorandum & Articles of Association. Trustees can seek re-election for a fuFlliei lerm of office up lo a maximum of three terms of three years. The Board has an active desire lo recruit addilional Truslees and appSicalions or nomin81ions lor Trustee positions are re￿iVed and reviewed by the Board against a skills matrix and role description. In accordance with the Trustee Recruilmenl Policy and Procedure. Prospective Trustees are Interviewed lo assess their competency and suilabilily lor a Trustee position before gaining the support ol the Board, prior lo nomination and approval al Ilie AGM. A romprehensive IndLiclion programme Is Iniplemenled for each new Trustee. which includes visits lo services. menloriiig from Executive Officers and on-going support from the Chairman and other Board members. Daily operational running of the organisalion is delegated lo the Ghief Execulive an(J the Senior Leadership Team based al Head Office In Warringlon The Head Office houses the Senior Leadership lunLtions for finance. operations. hiiman resources, and quality. DLiring the year, the Chief Executive and the Senior Leadership Team presented reports regulaily lo the Board and Hospital Managers Committee and Quality and Assurance Committee on strategic and operational issues relevant lo the Board's oversight ol the organisalion. For the purposes of the Menlal Heallh Act 1983 IMHAI, Making Space is the detaining authority and therefore "Hospital Managers" for patients who may be detained under a section of the Mental Health Act, within our Independent Hospitals. The Board ol Tru51ees as Hospilsl Manageis. are responsible for all the patients detained in the hospitals including In respect of the duties and powers lo discharge patients. The Tiuslees have the power lo appoint experienced "Associate Hospital Marlagers. lo help them undertake their Hospital Manager responsibility. In addition. the Trustees niusl ensure the responsibility and commitment of Making Space as the Registered Provider lo evidence based care and Irealmeril alld quality of patient experience. All new and existing Truslees follow Ihe agreed policie8 and proGedures laid out in the Trustee Handbook. These include policies and procedures for effective induction of new Trustees and a thorough learning and development programme for all Trustees. Trustee induction includes an inlroduclion lo The Charity Commission's Charity Governance Code and the seven pillars of good governance The Charity Commission Code of Governance is adopted by the charity and Making Space is compliant in all areas. Trustees are introduced lo their legal responsibilities by working through The Essential Trustee before gelling arn understanding of the seven principles of leadership, inlegrily, decision-making, risk and control, board effectiveness, diversity, openness, and accoun12bilily. These principles form the basis of how Making Space is governed and managed. This was assAssed in the prior period and there has been no change in the ¢iJrrent period. Trusleps musl complete online mandalofy training. A review of the pay of Chief Officers was undertaken using information from external data reSoUr￿s. The Board of TrLislees and the CEO agreed the actual pay placing them within the appropriate range identified by these exlernal resources. The only Trustee role which il is possible lo pay under Making Space's governing documents is that of Chair. The Trustees look the decision in 2014 to start paying fo¥ the role of Chair. This decision was taken following legal advice and receiving Charity Conimission approval A remuneration rale of £10,000 per year was agreed following a benchmarking exercise with payments made lo the Chairs ol similar charities. The Chairs chose lo receive payment in the year lo 3151 fvlarch 2023, the amount lolalled £7,722. Pa8e 16 0145

Making Space l Annual Report 2022.23 Trustees, Annual Report Incorporating the Director5, and Strategic Rèport lo eeEn ement We continued lo maintain pay levels in line with the Real Living Wage. In April 2023 we made betwean a 5 % and 11.20/0 pay award lifting our lowest levels of pay from £9.90 10 £10 90 an hour. We also maintained the pay differentials between other operational posts in line with our pay and reward strategy. We held our first Annual Colleague Awards. With more than 250 nominations we held the ceremony in Manchester in September 2022 which was allended by nearly 150 colleagues. A number ofjudges from external partners, Iruslees and others helped judge the awards which was hugely successful. We have continued with our monthly Living our Values Awards. We made 12 awards in the last year and we continue lo develop the awards, now opening up nominations lo teams as well as individuals Improving the way we communicate with our colleagues has continued to evolve and over the course of the year we have been working on the launch of a new Inlranel 'Our Space,. Bringing together policies and procedures, news stories, polls and a recognition hub, Our Space was launched in January 2023. We have also continued lo provide colleague communications through a quarterly video update from our CEO. To help colleagues in the role with providing access lo clear and Concise policies afjd procedures we have reviewed and launched a new sèt of People-based policies To recognise the achievemenls of our colleagues we have again 12ken part in a number of external awards in the last year. We were delighted lo have won several regional events al the Great British Care Awards along with winners at the Social Care Leadership Awards, WAG awards and Housing with Care Awards. We have become accredited with Cares for Employers and are presently working through an action plan lo beller understand how we can support carers al work as well as build upon existing policies in place. Positive about Disabili We are a Disability Confident Employer Level 1, this means that Making Space is taking action to ensure that people with disabilities and long term health conditions feel supported, engaged and able lo fulfil their potential in the workplace. These steps include offering interviews to all candidates who meet the minimum criteria for the role and being flexible with our recruitment processes. For example, allowing CV applications ralh&r than only application forms where that's a supportive slep and supporting flexible working pallerns where possible. It also means that we lake active steps lo make adjuslmenls in the workplace lo support colleagues with disabilities. We also provide Equality & Diversity training including Dementia. learning disabilities and Mental Health awareness lo our workforce. Quali indemni rovisions The charitable company has pul in place qualifyir¢g third party indemnity insurance provisions for all of the Trustees of Making Space. Related Partles and Co- roduction with other Or anisations Footsteps 2000 Ltd which is a carers service 8peci8lising in supported the families of those impacted by addiction became a subsidiary of Making Space on 1 $1 April 2021. Making Space continues lo be an active member of the National Association of Mental Health Providers, which aims lo bring consistency and professionalism across the voluntary mental heallh sector. Making Space remains committed lo working in partnership with similar charitable organisalions housing associations. local aulhorilies, commissioners, universities and government bodies elc. lo deliver Ihe Page 17 ol 45

Making Space | Annual Report 2022.23 Trustees, Annual Report Incorporating the Directors, and Strategic Report Ofganisalional objectives and the services required by commissioning bodies. Cash held on trust The charity holds money, which is not material, on behalf of service users both in cash and in Making Space bank account. Making Space has no control over this and il is therefore excluded from the accounts. The value held ainounls lo £56,98912022'. £56.8491. Statement of Compliance with Section 17211) Companies Act 2006 The board ol Trustees of Making Space consider that both Iiidividually and together for the year ended 31 sl March 2023 they have acted in the way they consider, in good faith, would be the most likely lo promole the success ol the Company loi the benefit of ils members as a whole and having regard lo the mallers sel out in s.172111 lal lo lfj as below.. The likely consequences of any decision In the loiig leim.. The Interests of the Charity's employees.. The need lo losler the Charity's business relationships with suppliers, custoniers and others", The impact ol the Charity's operations on Ihp coniinunily and the environment., The desirability of the Charity maintaining a reputation for high slandaids ol business conduct., and The need lo act fairly between nieinbers ol the Charity. bl The likely consequences of any decision in the long term.. The Iruslees acknowledge that all the decisions they lake should have regard lo the long term interests of the Company and ils stakeholders. The Impact of any decision is discussed and one of the laclors weighted in that discussion is Its lasting implications. cl The interests ol the Charity's employees.. The Iruslees affirm that the Charity cannot ILinclion wilhoul the goodwill. hard work and dedication ol Ils employees. They know that the key lo maintaining this relationship lies in ensuring that the employee's inlefesls align with those of the Charity The Charity regularly seeks the views of Ils staff. Regular updates on company news and performance is shared with all eniployees. The Charity also carries out frequent benchmaiking exercises where il measures itself against other mployers lo ensure (hal il continues lo be seen as an employer of choice by prospective candidates. These assignments examine the salariès and oll?er benelils offered by competitors in the same or similai employrnenl markets. Making Space Is commirted lo al least paying the real living wage. dl The need lo foster the Charity's business relationships with suppliers. customers and olhers" The trustees recognise that one of their core respon5ibililies is lo encourage the development of ils connections with suppliers and customers Employees are expected lo maintain good relationships kvilh its partners outside the organi5alion and that Iliis is crucial lo the success ol the Company. Managers are expected lo foster positive working relationships with NHS and Local Aulhorily commissioners. Users of our services are regularly asked lor feedback on the quality ol the setvices we deliver. A service usei led Making Change GroLlP undertakes quality audits and leeds into service development and improvement. el The irnpacl of the Company's operations on the oommunity and the environment.. The Iruslees know that the Making Space services need lo contribute positively lo the communities in which they operate. Both Making Space service users and employees are encoLtraged lo volunteer for good causes in their localities. The Charity also ensures that il complies with best practice where possible lo minimise ils environmental Page 18 0145

Mak¥ig Space | Annual Report 2022-23 Trustees, Annual Report Incorporating the Directors, and Strategic Report affect in all arenas. O The desirability of the Charity maintaining a reputation for high standards of business conduct The Irusl8es of the Charity recognise their important duly lo ensure that the Charity complies with the laws and regulations. The directors understand that repulalional damage Is a major risk lo the Charity and strive lo ensure that the policies and practices lo avoid and miligale this risk are of the highest standard. Thè Charity also lakes very serioL¢sly the need lo pay ils suppliers on lirne as a rneans of maintaining its standing in the sector. gl The need lo act fairly between members of the Charity.. The Iruslee8 know Ihal the Charity needs lo pay regard lo the inte￿$tS of its members equally. 11 also recognises that there will be occ3sions when the interests of members are in conflict and that any conlesl should be resolved in a way that balances those competing inleresls. Member views are sought if such a situation arises, and any decision taken is documented and explained in an open and accountable way so that all the members can see what actions were taken lo reach a selllemenl. Statement a5 to disclosure of informatlon to audi ors In $0 far as the Trustees are aware al the lime of approving our Trustees, Annual Report.. There is no relevant inlorrnalion, being information needed by the auditor in connection with preparing their report, of which the Making Space's auditor is unaware," and The Trustees, having made enquiries of fellow directors and the charity's auditor that they ought lo have individually taken, have each taken all steps that hel she is obliged lo lake as a director in order lo make Iheniselves aware of any relevant audit information and lo establish that the auditor is aware of that information. This Annual Report is signed by the Chair on behalf of Ihe Board of Trustees. The Trustees also approve the Strategic Report, which is contained within this report, in their capacity as company directors. By order of the Board of Trustees Professor Mike Thomas Chair of Trustees Dale". 7" DÉCL￿1￿1 1023 Page 19 of 45

Making Spate | Annual Reporf 2022-23 Trustees, Responsibilities The Trustees (who are also directors of Making Space for Ihe purposes of company lawl are responsible for preparing the Trustees, Aiinual repori. which Includes the strategic report and the finan¢ial slalenienls in accordance with applicable law and regulations. Company law requires the Trustees lo prepare financ131 statements lor each financial year in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Stand2rds 2nd applicable lawl. Under company law the fruslees musl not approve the financial statements unless they are satisfied that they give a true and f31r view of the slate of affairs ol the Charity and of the incoming resources and application of resources, including the income and expendilurÈ. of the charity for that period. In preparing these financial slalemenls, the Trustees are required lo.. Select suitable accounting policies and then apply them consislenlly., Make judgements and accounting eslimales Ihal are reasollable and prudent., Slate whether applicable UK Accounting Standards have been followed, subject lo any malerial departures disclosed and explained in the financial slalements.. Prepaie the financial slalemenls on Ilie going concern basis unless il Is inappropriate lo presume that the charity will continue in business The Trustee5 are responsible for keeping adequate accounting records that are sufficient lo show and explain the charity's Iransa¢lions and disclosè with reasonable accuracy al any lime the fir)ancial position ol the charity and enable them lo ensure that the financial slalemenls comply with the Companies Act 20n6 They are a150 responsible for safeguarding Ilie assets ol Ihe charily arid hence for taking reasonable steps lor the prevention and dele¢lion ol fraLJd and other irregulaiilies. Financial statements are published on the charity's website in accordance with legislation in the Uniled Kingdom governing the preparation and dissemination of financial slalemenls, which may vary from legislation in olhei jurisdictions. The maintenance and inlegrily of the charity's website Is the responsibility of the Trustees. The Trustees, responsibility also extends lo the ongoing Integrity of the fir)ancial slalemenls contained Ihei"ein. Approved on behalf of the Board of Trustees Professor Mike Thomas Chair of Trustees Page 200145

Making Space l Annual Fleport 2022.23 Independent Auditor's Report to the Members of Making Space Opinion We have audited the linan¢ial slalemenls of Making SpaTr {Ihe 'charily'} for the year ended 31 March 2023 which comprise the Slalemenl of Financial Aclivilies, Balance Sheet, Cash Flow Slalemenl and notes lo the financial stalemenls, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting SiarTrdards, including FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland {Uniled Kingdom Generally Accepted Accounting Praclicel. In our opinion. the financial slalemenls.. give a true and lair view of the slate of the charity's affairs as al 31 March 2023 and of ils income and expenditure for the year then ended., have been properly prepared in accordance with Uniled Kingdom Generally Accepted Accounting Practice., and have been prepa￿d in accordance with the requirements ol the Companie$ Act 2006. Basis for opinion We conducted our audit in accordance with International Standards on Auditing IUKI IISAS IUKII and applicable law. Our responsibilities under those slandaids are further described in the "Auditor's responsibilities for the aLidit of the financial slalemenls. section of our report. We are independent of Ilie company in accordance with the ethical requirements that are relevant lo our audit of the financial 5131emenls in the UK, including the FRC'S Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate lo provide a basis lor our opinion. Conclusions relating to going concern In auditing the financial slalemenls, we have concluded that the directors, use of the going concern basis Df accounting in the preparation of the financial slalemenls is appropriate. Based on the work we have performed, we have not identified any material uncertainties relating lo ev8nls or conditions that, individually or collectively, may cast significant doubl on the company's ability to continue as a going concern for a period of al least twelve months from when the financial slalemenls are aulhorised for issue. Our responsibilities and the responsibilities of the directors with respect lo going concern are described in the relevant sections of this report. Other informalion The other information comprises the information ir)cluded in the annual reporl, other than the financial slalemenls and our auditor's report Ihereon The trustees are responsible foi the other information contained within the annual report. Our opinion on the financial slalemenls does not Cover the other information and. except lo the exlenl otherwise explicitly slated in our report, we do not express any form of assurance conclusion Ihereor), Our responsibility is lo read the other infornialion and, in doing so, consider whether the other information is materially Inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears lo be materially misstated. If we identify such material Inconsistencies or apparent material misslalemenls, we are required lo determine whether this gives rise lo a material misslalemenl in the financial statements themselves. If, based on the work we have performed. we conclude that there is a material misslalemenl of this other information, we are required lo report that fact. Page 21 of 45

Making spa￿ | Anllual Repod 202?-23 Independent Auditor's Report to the Members of Making Space We have nothing lo report In this regard. Opinions on other matters prescribed by the Companies Act 2006 In our opinion. based on the work undertaken in the Course of the audit.. the information given in the Trustees, Report which includes the Strategic Report and the Direclois, Report for the financial year for which the financial slalements are prepared is consislenl with the financial slalements", and the Strategic Report and the Directors, Report included within the Trustee's Report have been prepared in accordance with applicable legal requirements Matters on which we are required to report by exceptlon In light of the knowledge and understanding ol the company and Ils envifonmenl obtained in the course of the audit, we have not identified material misslalemenls irTr the strategic report or the directors, report. We have nothing lo report in respect of the following maller8 in relation lo which the Companies Acl 2006 requires us lo report lo you if, in our opinion.. adequate accounting records have not been kept, or returns adequate for our audit have not been received Iroin branches r)ol visited by us., or the fin2ncial slalemenls are not in agreenienl with the accounting records and returns., or certain discloslires ol directors. remuneration specified by law are not made., 01 we hÉve not receivèd all the information and explanations we require for our audit Responsibilities of Directors As explained more lully in the direclor8' responsibilities slalemenl sel OLII on pag& 20, the directors are responsible for the preparalioii ol the financial slalemonls and lor being satisfied that they give a true and lair view, and foi such internal control as the directors determine is necessary lo enable the preparation of financial slalemenls that are free from material misslalemenl, whether due lo fraud 01 error. In preparing the financial slalemenls, the directors are responsible lor assessing the company s ability lo continue as a going concern. disclosing, as applicable. matters related to going concern and using the going concern basis of accounting unless the directors either Intend lo liquidate the company or lo cease operations. or have no realistic allernalive bul lo do so. Auditor's responsibilities for the audit of the financial statements Ouf objectives are lo obtain reasonable assurance about whether the financial slalemenls as a whole are free froiii Inalerial misslalemenl, whether due to fraud or error, and lo issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assLJrance bul is not a guarantee that an audit conducted in accordance with ISAS IUKI will always delecl a material misslalefnenl when il exists. Misslalemenls can arise from fraud or error and arA Tronsidered material If. indiijiduallii or in the aggregate, they pould reasonabli be expected lo influence the economic decisions of users taken on the basis of the financial slalemeiils The exlenl lo which our procedures are capable of delecling irregularities, including fraud is detailed below. Irregularities, including fraud, are iiislances of non-compliance with laws and regulation5. We design procedures in line with our responsibilities, outlined above, lo delecl material misslalemenls in respect of irregulaiilies, including fraud. Page 22 0145

Making Spa* | Annual Report 2022-23 Independent Auditor's Report to the Members of Making Space Based on our understanding of the charity and ils activities, we ￿dentifIed that the principal risks of non- compliance with laws and regulations related lo the Charities Act 2011, employment regulation and health and safety regulation, anli-bribery, corruption and fraud, money laundering and we considered the exlenl lo which non-compliance might have a material effect on the financial slalemenls. We also considered those laws and regulations that have a direct impact on the preparation of the financial slalemenls, such as the Companies Act 2006. We evaluated the IrLJslees' and management's incentives and opportunities for fraudulent manipulation of the financial slatemenls lincluding the risk Df override of controls) and determined that the principal risks were related lo posting manual journal entries lo manipulate financial performance, managemenl bias through judgements and assumptions in significant accounting eslimales, in particular in re131ion lo revenue recognition (which we pinpointed lo the cut-off assertion), the classification of iricome and expenditure. fixed asset depreciation and significant one-off or unusual Iransaclions. To help u5 identify instances of non-compliance with these laws and regulations, and in identifying and assessing the risks of material misslalemenl in respect lo non-compliance, our procedures included, bul were not limited to.. Inquiring of managemenl and, where appropriate, those charged with governance, as lo whether the company is in compliance with laws and regulations, and discussing their policies and procedures regarding compliancè with laws and regulations, Inspecting correspondence, if any, with relevant licensing or regulatory authorities., Communicating idenlified laws and regulations lo the engagement team and remaining alert lo any indications of non-cotnpliance throughout our audit., and Considering the risk of acts by the company which were contrary lo applicable laws and regulations, including fraud. We also considered those laws and regulations that have a direct effect on the preparation of the financial slalemenls, such as lax legislation, pension legislation. the Companies Act 2006 and the Charities Act 2011. In addition. we evaluated the Iruslees, and management's incentives and opportunities lor Iraudulenl manipulation of the financial slalemenls, including the risk of management override of controls, and determined that the principal risks related lo posting maniial journal entries lo manipulate financial performance, management bias through judgements and assumptions in significant accounling estimates. 3nd significant one-off or unusual Iransaclions. Our audit procedures in relation lo fraud included but were not limited lo., Making enquiries of the directors and management on whether they had knowledge of any actual, suspected or alleged fraud.. Gaining an understanding of the inleinal controls established lo mitigate risks related lo fraud", Discussing amongst the engagement team the risks of fraud., and Addressing the risks of fraud through management override of controls by performing journal entry lesling. There are inherent limilalions in the audit procedures described above and the primary responsibility for the prevention and detection of irregularities inoluding fraud rests with management. As with any audit, there remained a risk of non-deleclion of irregularities, as these may involve collusion, forgery. inlenlion81 omissions, misrepresenlalions or the override of internal controls. A further description of our responsibililies for the audit of the financial statements is located on the Financial Reporting Council's website al www.Irc.org.uklaudilorsresponsibililies This description forms part of our auditor's report. Page 23 of 45

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Moking Space l Annual Report 2022-23 Statement of Financial Activities Iln¢orporating the sumrnary income and expenditure account) Year ended 31 March 2023 Note Restated Unrestricted Restricted Total funds Total funds funds funds 2023 2022 INCOME AND ENDOWMENTS FROM: Oonalions and legacies Charitable activities Other trading activities Investments Other TOTAL INCOME AND ENDOWMENTS 218,873 30,407,314 7,620 130,231 165,433 30,929,471 218,873 89,287 45.900 30,453,214 31,196,729 7.620 8,040 130,231 47,180 165433 23,985 45,900 30,975,371 31.385,221 RESOURCES EXPENDED Charitable activities 7,8,10 32,248,829 93,148 32,341,977 32,237,959 TOTAL EXPENDITURE 32,248,829 93.148 32,341,977 32,237.959 EXPENDITURE BEFORE GAINSIILOSSESI {1,319.358} (47,2481 11,366,6071 1872,7371 Actuarial gains on defined benefit pension schemes 163,000 24 NET MOVEMENT IN FUNDS 1,319358 47,248 1,366,607 709 737 RECONCILIATION OF FUNDS: TOTAL FUNDS BROUGHT FORWARD 17,138,539 784.808 17,923,348 18,633,085 TOTAL FUNDS CARRIED FORWARD 20 15,819,181 737,560 16,556,741 17,923,348 All the above results derive from continuing operations. All gains and losses recognised in the year a Included above Page 25 0145

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Makino Space | Annual Report 2022-23 Notes to the Financial Statements For the Year Ended 31 March 2023 Year Ended 31 March 2023 2023 2022 Cash flows from operating activities: Net cash provided lused inllby operating activlties Cash flows from investing activities: Dividends, interest and rents from investments Proceeds from the sale ol properly, plant and equipment Purchase of properly, plant and equipment Proceeds from sale ol investments Purchase of investments Nel cash provided used in investing activities (2,439,188) 85,122 130,231 635,738 (663,297) 943.812 47,180 1,000 1734,839} 1902,5971 (1,392,703) {1.504.1341 Cash flows from financing activities.. Repayment of borrowing Cash inflows from new borrowing Receipt of endowment Net cash provided by financing activities Change in cash and cash equlvalents in the reporting period Cash and cash equivalents at the beginning of the reporting period Cash and cash equivalents at the end of the reportlng period {1,392.7031 11,504,134) 3,212,074 4,716,208 1,819,371 3,212,074 Reconciliation of net expenditure to net cash flow from opgrating activities 2023 2022 Net expenditure for the reporting period las per the statement of tinancial activities) Adjustments for: Depreciation charges Oividends, interest and rents froffl investments Profil on sale of fixed assets Decre8se in stocks Ilncreaselldecre2se in debtors Increaselldecreasel in creditors Decrease in pension liability Net cash provided lused inllby operating activities {1.366,6071 1709,737) 279,091 (130,231) (140,7721 299,708 (47,180) 461 329,577 (1,128,567) 11,410,245) 1.833,437 163,000 2,439,188 Analysis of cash and cash equivalents 2023 2022 Cash in hand Total cash and cash equivalents 1,819,371 1,819,371 3,212,074 3 212,074 Page 27 of 45

Making Space l Annv81 Repori 2022-23 Notes to the Financial Statements For the Year Ended 31 March 2023 1. Accounting Policies Company status Making Space is a private company, limited by guarantee, and a charity, registered ancl incorporated in England & Wales, under the Companies Act and Charity Act. The Trustee Report includes the address of the registered office and the principle activities of the charity. Basis of Preparation The accounts have been prepared in accordance with Accounting and Reporting by Charities.. Statement of Recommended Practice applicable lo charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS1021 leffeclive 1 Januaiy 2019} - (Charities SORP 2019 IFRS1021 the Financial Reporting Standard applicable in the UK and Republic of Ireland {FRS1021 and the Companies Act 2006. The particular policies adopted by the Trustees are described below and have been applied consistently throughout the current and preceding year. Making Space meets the definition of a public benefit entity under FRS 102. Assets and liabilities are ir)itially recognised al historical cost or transaction value unless otherwise slated in the relevanl accounting policy notelsl. Preparation of accounts on a going concern basis The charity's forecasts and projections show that the charity should be able to operate within its current working capital resources. The Charity has considerable financial resources and the Trustees believe it is well placed to manage its business risks successfully despite the current uncertain economic outlook. After making enquiries and after having reviewed the Charity's forecasts and projections, taking into account reasonably possible changes in trading performance, the Trustees have reasonable expectation that the Charity has adequate resources to continue in operational existence for the foreseeable future. Thus. the Trustees have adopted the going concern basis of accounting in preparation of the financial statements. Judgements in applying accounting policies and key sources of estimation of uncertainty In preparing these fiTran¢ial slalemenls, the directors have made judgements where appropriate, The judgement subject to the greatest uncertainty is the provision for bad debt. All debts older than five months as ai 31 March 2023 are Irealed as doubtful debts Other key sources of estimation uncertainly include.. Depreciation of tangible fixed assets and impairment - Tangible fixed assets are depreciated over their useful lives taking into account residual lives, where appropriate. The actual lives of the assets and residual lives are assessed annually and may vary depending upon a number of factors. In assessing asset factors such as technological innovation, product life cycles and maintenance programmes are taken into account In considering whether indications of impairment exist, factors taken into onsideralion include the economic viability and expected future asset. Incoming resources All income is recognised in the slalement of financial activities when the conditions for receipt have been mel and there is reasonable assurance of receipt. The following accounting policies are applied lo income.. Page 28 of 45

Making Spa£x | Annual Reptsrt 2022-23 Notes to the Financial Statements For the Year Ended 31 March 2023 Grants. rents and service oharges receivable Grants receivable and rents receivable are accounted lor on an accruals basis. Donations Donations and all other receipts from fundraising are reported gross and the related lundraising costs are reported in other expenditure Cash collections which the charity is enlilled bul which il has not received by the year end are included in incoming resources in the slalemenl of financial activities and shown in the balance sheet. Invastmenl income Investment income is accounted for when receivable. Cash al bank and cash in hand includes cash in the current bank a¢counl. Investments consist of cash held on deposit for periods of twelve monlhs. As a maller of policy the Trustees review annually the investment strategies of Making Space. The Trustees have endorsed a conlinualion of the risk averse policy to invest in cash with a number of credit referenced UK registered banks. Legacies Legacies and donations are accounted lor when conditions for their receipt have been mel. The Charity regards a legacy as receivable when il becomes reasonably certain that the legacy will be received and the value of the incoming resources can be measured with sufficient reliability. Resources expended Resources expended are recognised in the period in which they are incurred and are gross of irrecoverable VAT. The Charity's operating costs in¢lude staff costs, premises costs and other related Costs. Such costs are allocated between ch2rilable activities and governance costs. Staff costs are allocated according lo the costs of staff working directly in the relevant aclivily. INhen costs are not directly allribulable lo any aclivily. they have been apportioned according lo the total of all other costs relating lo each activily. Costs of generaliiig funds Costs of generating funds include all expenditure directly related lo the objects of the Charity and comprises.. Charitable activities This comprises the costs associated with providing supported housing, residential hornes, independent hospitals, carer support, crisis houses, psychological therapies and social inclusion seNices. Gov&r178nce costs Governance costs represents expenditure incurred in the management of the Charity's assets, organisalional adminislralion and compliance with conslilulional and slalutory requir8menls. Page 29 of 45

Making Space l Annual Rtport 2022-23 Notes to the Financial Statements For the Year Ended 31 March 2023 Fund accounting The Charity maintains various types of funds as follows.. Restrictèd funds Restricted funds represent grants, donations and legacies received which are alSocaled by the donor for specific purposes. Any costs of rai8ing 01 administering such funds are charged against specilic funds. Cash held on trust The charity holds money on behalf of seivice users both in cash and in Making Space bank account. Making Space has no control over this and Il Is therefore excluded from the a¢¢oLsnls Unrestricted funds Gei)ercJl iinrestricted funds General unreslricled fLinds represent funds which are expendable al the discretion ol Trustees In furtherance of the objects ol the Charity. Such funds may be held In order lo finance both working capital and capital inveslmenl. Desigi?aled luiids Designated funds ¢oniprise unreslricled funds which have been PLIt aside al the discretion ol the Trustees Tangible Fixed Assets Fixed assets Iwilh the exception ol freehold landl are slated al cost less depreGialion. Repairs and rnaintenance are charged lo the SOFA during the period in which they are incurred. Depre¢i21ion is provided on the following tangible fixed assets al rates calculated lo write off the cost on a slraighl line basis over their expected useful economic lives as follows.. Leasehold buildings Land Freehold buildings Fixtures and equipment Motor vehicles Computers 40/0 per annum or the term of the lease if less than 25 years Not depreciated 2Q/o per annum 20Yo per annum 250/0 per annLim 200/0 per annum Pension costs Pension schemes operated by the Charity are as follows,. al Defined benefit scheme Aaking Space has employees in three defined benefit schemes. The expected cosl ol providillg pensions in this scheme, as calculated periodically by professionally qualified actuaries. Is charged lo the SOFA so as lo spread the cost over the service lives ol employees iii the scheme, In such a way that the pension cost Is a subslanlially level percentage of current and expected future pensionable payroll. Page 30 0145

Making Space l Atinual Report 2022-23 Notes to the Financial Statements For the Year Ended 31 March 2023 bl Making Space contributes lo four group personal pension schemes. Contributions are charged to the SOFA account when payable. Termination Policy Termination benefits are provided for when the chaiily offers voluntary redL*ndancy before normal relirernenl dale or when the charity decides lo lerminale employment. Termination benefits in accordance with FRS 102, Employee Benefits. are recognized as a liability and an expense when the entity can no longer withdraw the offer of those benefits. Taxation The company is a registered Charity and has no liability lo corporation lax on ils charitable aclivilies. Stocks Stocks are no longer valued due to the low value of stocks held. Leases Where assets are financed by leasing agreements that give rights approximating lo ownership Ifinan leases), the assets are Irealed as if they had been purchased oulrighl. The amount capilalised is the present value of the minimum lease payments payable over the term of the lease. The corresponding leasing commitments are shown as amounts payable lo the lessor. Depreciation on the relevant assels is charged lo profil or loss over the shorter of eslimalèd useful economic life and the term of the lease. Lease payments are analysed between capital and interest componenls so that the interest element of the payment is Charged lo profil or loss over the term of the lease and is calculated so that il represents a constant proportion of the balance of capital repayments oulslanding. The capital part reduces the amounts payable lo the lessor. All other leases are Irealed as operating leases. Theii annual renlals are charged lo profil or loss on a slraighl-line basis over the term of the lease. Reverse premiums and similar incentives received lo enter into operating lease agreements are released lo profil or loss over the term of the lease. Impairment of fixèd assets Fixed assets are assessed al each reporting dale lo determine whether there is any indication that the assets are impaired. Where there is any indication that an asset may be impaired, the carrying value of the asset (or cash-generaling unil lo which the asset has been allocaledl is lesled for impairment. An impairment loss is recognised for the amount by which the asset's carrying amount exceeds ils recoverable amount. The recoverable amount Is the higher of an asset's lor CGU'S) fair value less costs lo sell and value in use. For the purposes of assessing impairment, assets are grouped al the lowest levels which there are separately identifiable cash flows ICGUSI. Fixed assets that have been previoLisIy impaired are reviewed al each reporting dale lo assess whelhef there is any indication that the impairment losses recognised in prior periods may no longer exist or may have decreased. Government grants Government grants represent the assistance by government in the form of a transfer of resources lo a charity in return lor past or future compliance with specified conditions relating lo the operating activities of the charity lor ils SLJbsidiaryl. Government refeFS lo government, governmgnt agencies and similar Page 310145

Making spa￿ | Annual Repotl 2022-23 Notes to the Financial Statements For the Year Ended 31 March 2023 bodies whether local, national or international. Financial instrumenls Debtors and creditors Debtors and eredilors receivable or payable in one year are recorded at transaction price. Cash and Cash eq(iivalenls Cash and cash equivalents in the balance sheet con51sI ol cash al the bank and notice accounts with original malurily ol three months or less. Allocation of support Costs Support costs are alSocated based on contract size. Interest receivable Interest Is recognised using the effective Interest method. 2. INCOME FROM CHARITABLE ACTIVITIES Restated Restricted funds 2022 Restated Total Unrestricted funds 2023 Restricted funds 2023 Total Unrestricted funds 2022 2023 2022 Resident121 care homes and Independent hos So¢i8 9,140,438 9,14(1.438 10,684,707 9.430,630 907.946 907.946 1.459,6S2 1.554,092 servi¢es Improve access lo psychological Iheia ies Carer support services Gluding ¢8rer breaks Community Based Demenlia SupEort Supported housin Exlia Care Total 445.839 445,839 462,890 350.505 1.310.866 45,gOQ 1,356.766 1,040.269 45,000 504.543 694,314 694.314 511,948 780.860 13,285,470 13,285.470 12,668.416 10,972,412 4,622 441 30,407.314 4.622.441 30,453,214 4,323,846 31,151.729 3.528,161 J1,196,729 45,900 45,000 Page 32 of 45

Making Space | Annual Report 2022-23 Notes to the Financial Statements For the Year Ended 31 March 2023 3. INCOME FROM OTHER TRADING ACTIVITIES 2023 2022 Rental income 7,620 7,620 8,040 8,040 4. INCOME FROM INVESTMENTS 2023 2022 Interest received 130,231 130.231 47.180 47,180 6. OTHER INCOMING RESOURCES 2023 2022 Gain on disposal of tangible fixed asset Sales of Goods Management fees Miscellaneous income 140,772 4,681 5,170 19,980 165,433 18,815 23,985 6. GOVERNMENT GRANTS Income from government grants comprises perforniance related grants made by local authorities lo fund the activities outlined in Note 22 Page 33 of 45

Making Spa* l Annual Report 2022-23 Notes to the Financial Statements For the Year Ended 31 March 2023 7. ANALYSIS OF EXPENDITURE ON CHARITABLE ACTIVITIES Direct Grant funding costs of activities Support Governance costs Costs Total 2023 Head office Governance Residential homes and Independent hospitals Social In¢lLisionlDay Services Improve access lo psychological therapies Carer sUPPOrt services Including c2rei breaks CommLinily Based Dementia Support Supported housing Extra Care Total 4,095,153 4,095,153 165,857 165,857 9,058,321 9,058.321 789,502 789,502 403,038 403,038 1,236,170 1,236.170 513,461 11.374,499 4,705,976 28,080,967 513.461 11,374,499 4 705,976 165,857 32, 341 977 4,095 153 Unreslrioled Reslricled Total 27,987,819 93,148 28,080,967 4,095,153 165,857 32,248.829 93,148 165,857 32, 341,977 4,095,153 Direct Grant funding costs of activities Support Governance costs costs Total 2022 Head office Governance Residential homes and independent hospitals Social InclusionlDay Services Improve access lo psychological therapies Carer support services including carer breaks Community Based Dementia Support Supported housir)g Extra Care Total 3,546,627 3,546.627 73,735 73,735 11.238.755 11,238,755 1.214.014 1,214,014 423,478 423.478 973,871 973,871 460,104 10,250,901 4.056,473 28,617,596 460,104 10.250,901 4.056,473 32,237.959 3,546,627 73,735 UnTeslricled Resliicted 28,522,641 94,955 28,617,596 3,548,627 73.735 32,143,003 94,955 32,237,959 Total 3,546,627 73,735 PaEe34 0145

Making Sp3cÈ l Annual Report 2022-23 Notes to the Financial Statements For the Year Ended 31 March 2023 8. SUMMARY ANALYSIS OF EXPENDITURE AND RELATED INCOME FOR CHARITABLE ACTIVITIES Restated Net cost funded from other income 2022 Net cost funded from other income 2023 Restated Income 2022 Income 2023 Costs 2023 Costs 2022 Head office Governance Residential homes and independent hospitals Social InclusionlDay SeNices Improve access lo psychological therapies Carer support services including arer breaks Community 8ased Dementia Support Supported housing Extra Care Furlough Scheme 4,095,153 165,857 14,095,153) 1165,8571 3,546,627 73,735 13,546,627) 173.7351 9.140,438 9,058,321 82,117 10,684,707 11,238,755 1554.0481 907.946 789,502 118,444 1.459,652 1,214,014 245,638 445,839 403.038 42,801 462.890 423,478 39,412 1,356,766 1,236,170 120,596 1,085.269 973,871 111,399 694,314 513,461 180,852 511,948 460,104 51.845 13,285,470 11,374,499 4,622,441 4,705,976 1,910,971 12,668,416 10.250.901 183,535) 4,323,846 4,056,473 2,417,515 287,373 30.453,214 32,341.977 1,888,763 31, 196,729 32.237,959 1,041,230 Page 35 0145

Making Sp3ce l AniTrual Report 2022-23 Notes to the Financial Statements For the Year Ended 31 March 2023 9. ANALYSIS OF SUPPORT AND GOVERNANCE COSTS Support Governance costs costs 2023 2023 Total Support costs costs 2023 2022 Governance costs 2022 Total costs 2022 Chief Executive Business Services 314,289 314,289 171,601 171,601 185,850 185.850 255,206 255,206 Finance 565,461 565,461 392,865 392,865 Development 285.950 285,950 271.634 271,634 483.551 483,551 474.584 474.584 HLiman resources 597,438 597.438 593,244 593,244 Marketing Quality assurance Central management Membership, Voluntary 2nd User InclLAsion 245,004 245,004 213.618 213,618 370,530 370,530 380,748 380,748 391,502 391,502 203,956 203.956 104,641 104,641 88,212 88,212 Other 550,937 550,937 500,959 500,959 39.070 Audit lees 43,550 43,550 39.070 Trustee costs Trustee indemnity insurance 121,307 121,307 33,686 33,666 1,000 1,000 1,000 1,ODO 4,095,153 165,857 4,261.010 3,546.627 73,735 3,620,362 Page 36 0145

Making Space | Annual Report 2022-23 Notes to the Financial Statements For the Year Ended 31 March 2023 10. ANALYSIS OF TOTAL RESOURCES EXPENDED Amortisation & Depreciation 2023 Staff costs 2023 other 2023 Total 2023 Charitable expenditure Direct charitable expenditure Governance costs Total resources expended 23,079,070 7,820 23,086,890 8.817.959 158,037 8,975,996 279,091 32,176,120 165,857 279,091 32,341,977 Amortisation & Depreciation Staff Costs 2022 Other 2022 Total 2022 2022 Charitable expenditure Direct charitable expenditure Governance costs Total resources expended 23,553,012 1,020 23,554,032 8,311,504 72,715 8,384,219 299,708 32,164,224 73,735 299,708 32,237,959 11, NET INCOMINGI{OUTGOING) RESOURCES 2023 2022 Net incominglloutgoingl resources for the year are stated after chargingl(crediling). Rentals under operating leases Depreciation of tangible fixed assets - owned ISurplus)Ideficit on disposal of fixed assets Auditor's remuneraliDn for the audit of the Charity's annual accounts 177,018 279,091 (140,772) 261,029 299,708 43.550 39.070 12. INFORMATION REGARDING EMPLOYEES AND TRUSTEES The average monthly number of employees during the year was made up as follows.. Actual employees 2023 2022 No 28 50 1,001 1.079 Management Administration Operational 29 34 981 1,024 Page 37 of 45

Making spa￿ | Annual Repoil 2022-23 Notes to the Financial Statements For the Year Ended 31 March 2023 Number of employees whose emolumenls amounted lo over £60,000 in the year were as follows.. 2023 2022 No. £80,000 to £90,000 £90,000 to £100,000 £110,000 10 £120,000 £120,000 to £130,000 £130,000 to £140,000 Retirement benefits are accruing under a defined contribution scheme for these six employees (2022 four). Total contributions paid in the year for the six employees was £108,760 {2022 - £73,182). PENSION COSTS The charity operates a defined contribution scheme. The assets of the scheme are held separately from those of the company in an independently adrninislered fund. There are also defined benefit pension schemes which are disclosed in Note 24. TERMINATION AND REDUNDANCY COSTS £205,794 has been paid in redundancy and termination costs due to a reslructure of both our operations and senior leadership team. TRUSTEE EXPENSES Professional indemnity insurance has been taken out on behalf of Trustees at a cost of £1,00012022- £1,000) The secretarial and administrative cost to the Board of Trustees was £113,585 (2022-£33,6661 for Ihe eleven Trustees who served in 2023 (2022-lenl. Within this lolal an amount of £1,060 was paid lo trustees as expenses12022-£2921. Remuneration of £7,722 {2022'.£0) was paid lo one (2022.'£0I trustee during the year. In line with our articles of association, £10,000 per year can be paid. KEY MANAGEMENT COSTS Key management personnel for the charity is made up of Iruslees and the five strong executive management team. The total employee benefits of the executive management team was £711,638 12022-£532,352}. Page 38 of 45

Making Spate l Annual Report 2022-23 Notes to the Financial Statements For the Year Ended 31 March 2023 13. TANGIBLE AND FIXED ASSETS FOR USE BY THE CHARSTY Assets Freehold Long Fixtures Under Land and Leasehold and Motor Construction Buildings Property Equipment Vehicles Tangible fixed assets Total Cost As al 1 April 2022 Additions Disposals Transfer As al 31 March 2023 300,991 8,739,155 2,353,109 314,672 277,600 17001 1545.0731 300,291 296,415 314,672 8,768,097 2.353.109 299.529 81,857 37,431 33,594 0 131,9841 3,876 340,836 11,774,641 663.297 1577.7571 83,467 11.860.181 Accumulated depreciation As al 1 April 2022 Charge lor the year Disposals Transfers As al 31 March 2023 0 1,590.232 1,709.957 156,600 51,265 161,3051 125,230 45.195 56.950 14,276 0 121,4861 3,470.614 279,091 182,7911 0 1,685,527 1,761,222 182,180 37,985 3.666.914 Net book value As al 31 March 2023 314,672 7,082,570 300,991 7,148,923 591,887 643.152 158.656 174,299 45,482 36.662 8,193,267 8,304,027 As al 31 March 2022 Freehold land 2nd buildings include a specific property with a nel book value of £661,071 12022- £684,279). The lille dèeds of this property contain provision such that on any eventual sale 811 proceeds should be remilled lo the relevant Health Authorily. Long leasehold include a specific property with a nel book value of £24,47512022-£48,953}. The lille deeds of this Property contain provision such that on any eventual sale all proceeds should be remilled lo the relevant Health Aulhorily. 14. STOCKS 2023 2022 Equipment, publications and goods for resale 15. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR 2023 2022 Trade debtors Other deblors Prepayments and accrued income 1,587,736 30,001 1,899,259 3,516,996 2,588,659 39,326 1,218,587 3,846.573 Page 39 0145

Making Space i Annual Rèport 202Z-23 Notes to the Financial Statements For the Year Ended 31 March 2023 16. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR Restated 2022 2023 Trade ¢redilors Other creditors Accruals Deferred income Taxation and social seeurily 288,865 748,654 784,336 1,355,668 403.957 3,581,474 373,908 620,246 1,542.361 1,971,926 483,279 4,991,720 17. DEFERRED INCOME AND AMOUNTS INVOICED IN ADVANCE Restated 2022 2023 Balance 311 Apr'il Fees deleired In the year Fees released from previous yeais Balance at 31 March 1,971,926 1.355,668 1.971,926 1,355,668 639.738 1.971,926 639,738L 1.971,926 Dèferred lees relate lo income received in the current year lor woi'k lo be undertaken in fiilure years. 18. ANALYSIS OF NET ASSETS BETWEEN FUNDS Unrestricted Restricted funds funds 2023 2023 Total Unrestricted Restricted funds funds 2022 2022 Total 2023 2022 Tangible fixed assets Intangible fixed assets Stock and debtors Cash al bank (including short term inveslmenlsl Current liabilities pe￿S1on liability 7,507,780 685,486 8,193.266 7,570,794 733,233 8,304,026 3.516,996 3,516,996 3,846,573 3,846,573 8,375,879 52,074 8.427,953 10,712,893 51,576 10,764.469 {3,581,4741 0 13,581,474) 14,991,720) 0 14,991,720) 15,819,181 737,560 16,556,741 17,138.539 784,808 17,923,348 19. TRUSTEES The company is limited by gLJarantee bul not having and share capital 2nd is a registered charity under the Charities Act 2011. The liability of each Iiuslee is limited lo £112022-£11, Eleven people served as Iruslees in year12022-lenl. Page 40 0145

Making Space l AnTru81 R8POrt 2022-23 Notes to the Financial Statements For the Year Ended 31 March 2023 20. STATEMENT OF FUNDS Restated As at 01- Apr 2022 Investment 8alan¢e at gains or 31-Mar losses 2023 Income Expenditure Transter Unrestrlcted funds General funds Desi9naled funds Operating cost reserve Total unrestricted funds 11,732,699 30,929,471 {32,248,8291 82,799 19,1461 {11,6271 a 10,404,194 71,172 5,323,042 20,773 5,343,814 17,138.539 30 929,471 32,248,829 0 15,819,181 Restricted funds Land and buildings Revenue grants Total restricted funds 733,233 51,576 {47.747) 45,401 685,486 52.074 45,900 784,808 45.900 93,148 737,560 Total funds 17.923,348 30 975,371 32,341,977 0 16,556,741 Restated Asat 01-Apr 2021 Restated Balance 31-Mar 2022 Investment gains or losses Restated Income Expenditure Transfer Unrestricted funds General funds Designated funds Operating cost reserve Total unrestricted funds 13,409,958 31,320,221 132,143,0031 11,017,477) 82,799 163,000 11,732,699 82,799 4,388,364 934,678 5.323,042 17,798,321 31 320,221 32,143,003 163,000 17,138,539 Restrleted funds Land and buildings Revenue grants Total restricted funds 780,979 53,785 147,7471 47.209 733,233 51.576 834,764 45,000 94,955 784,8Q8 Total funds 18,633.085 31,365,221 32.237.959 163,000 17,923,348 Page 41 of 45

Making Spare l Annual Report 2022-23 Notes to the Financial Statements For the Year Ended 31 March 2023 21. COMMITMENTS UNDER OPERATING LEASES As al 31st March 2023 the Charity had total fLilure minimuni commitments under non_cancellable operating leases as sel out below". 2023 2022 Operating lease commitments which are owed.. Within one year In two lo live years After five years 197,768 85,256 151,935 65.461 1,166 218,562 283,024 PENSIONS There are no unpaid defined conlribulion pension commitments al year end See Retirement Benefit Scheme note lor details of defined benefit pension commitments 22. RESTRICTED FUNDS Restated Balance 01-Apr Incoming 2022 resources Balance 31-Mar 2023 Outgoing resources Ashwood Courl Building Ashwood Coiirt Land Kingshill Building CSW Bolton 8radford Carer Breaks Bradford Carer Training 540,995 143,284 48,953 46.159 275 5.142 784.808 {23,2691 517.726 143,284 24,475 46,658 275 5,142 737.560 124,4781 145,401) 45,900 45,900 93,148 Ashwood Court land and building relates lo the dwelling lor the use as a residential home. Kingshill building relates lo the dwelling lor the use as a residential home. Bolton CSW is money paid for delivering support lo carers. Bradford carer breaks is money paid lo deliver breaks lo carers Bradford carer training is money paid lo deliver training lo earers. Restatèd Balance Restated 01-Apr Incoming 2021 resources Rgst3tBd Balance 31-Mar 2022 Outgoing resources Ashwood Court Building Ashwood Court Land Kingshill Building CSW Bolton Bradford Carei Breaks Bradford Carer Training 564,264 143,284 73.432 48,368 275 5,142 834,764 123,2691 540,995 143.284 48.953 46.159 275 5,142 784.808 124,4781 147,2091 45,000 45,000 94.955 Page 42 0145

Making Spao l Annual Report 2022.23 Notes to the Financial Statements For the Year Ended 31 March 2023 23. FINANCIAL INSTRUMENTS FINANCIAL ASSETS 2023 2022 Cash Investments Trade debtors Other debtors AccrLJed Income 1,819,371 6,608,583 1,587.736 30,001 1,301,045 11,346,735 3,212,074 7,552,395 2,588,659 39.326 632,883 14,025,337 FINANCIAL LIABILITIES 2023 2022 Trade credilois Other Creditors Accruals 288,865 748,654 784,336 1,821,855 373,908 620,246 1,542,361 2,536,515 Reconciliation of net debt Reconciliation to net cash flow to movement in net debt At 1 April 2022 Cash flows Other Changes At 31 Mar¢h 2023 Cash and cash equivalents 3,212,074 11,392,703> 7.819,371 Page 43 of 45

md￿ng sPd￿ | Aniiual Reporl 2022 23 Notes to the Financial Statements For the Year Ended 31 March 2023 24. RETIREMENT BENEFIT SCHEMES Making Space currently operates seven pension schemes.. a) Four defined contribution personal pension schemes lor efflpSoyees not eligible lo join the defined benefit schemes. The assets of these schemes are held separately from those of the Charily in funds under the control of trustees Contributions lo the schemes are charged lo the slalemenl of financial activities when payable. The pension cost charge for the year in relation to these schemes amounted 10 £512,001 12022 £498,160) bl National Health Service peiision lund This is a defined benefit peMsiDn scheme for all eligible employees The assets ol these schemes are held separately by their National Health Service Super2nnualion Scheme Contributions lo the scheme are charged lo the SOFA so as lo spread the cost over the service lives of employees iii Ilie sclienie Tlie pension scl)eine does not have a pensioii fund, bul as a slaluloiy scheme, benefits are fully guaranteed by the Governmenl. This extra cost is not mel by contributions Ironi Scheme members and employers. Contributions from both members and employers are paid lo the Éxchequer, which meets the costs of increasirig ben&fils each year by the rale of Inflation As 2 result of the nalLire of the pension scheme there are no separately identifiable assets and liabilities which can be Identified as relating lo Making Space, Ilierelore as periiiilled by FRS102. the schenie has been accounted lor as a defined contribution scheille. The pension cost charge loi the yeai amounted lo £3.86012022 £7,338) cl Wesl Yorkshire Pension Fund. This is a defined benefit scheme for all eligible employees. The scheme is currently in surplus Iherefoi"e no contFibLilions are being made The pension cost charge lor Ihe year amounted lo £012022 £0}. dl The Lincolnshire Local Government Pension Fund. This is a defined benefil scheme for all eligible einployees. and the related costs are assessed in accordance with Ihe advice of professionally qualified acluaries. The scheme is now closed. The pension cost lor the year amounted lo £012022 £5,579) el Darlinglon Pension Fund. This 15 3 defined benefit scheme for all eligible employees. Under TUPE agreements all additional contribution requirements are mel by the funding aulhorily. As a result of the nalure ol the conlracl agreement this scheme has been accounted lor as a defined contribution scheme. The pension cost charge lor the year amounted lo £19,15812022.' £22,680). The amounts recognised in the balance sheet are as follows.. 2023 £'ooo 2022 £'ooo Reconciliation of present value of plan liabilities Al the beginning of the year Transfer in acquired scheme obligation Current Se￿[ce cost Interest cost Contributions by scheme participants Actuarial losses Benefits paid 588 15881 Al the end ol the year Page 44 0145

Makin9 SpacÈ l Annual Report 2022-23 Notes to the Financial Statements For the Year Ended 31 March 2023 2023 £'ooo 2022 £'ooo Composition of plan liablllties Schemes wholly or partly funded 2023 £'ooo 2022 £'ooo Reconciliation of falr value of plan assets Al the beginning of the year Tr2nsfer in acquired scheme assets Interest income on plan assets Actuarial gains Contributions by group Contributions by scheme participants Benefits paid 425 14251 Al the end of the year 25. RELATED PARTY TRANSACTIONS Related party Irans8clions between M3king Space and Footsteps were £30.17312022- £10,640) this year. This is n)ade up of". 2023 £'ooo 25,534 4.639 30,173 2022 £'ooo 9,665 975 10,640 Staff costs Other There are no outstanding amounts at the year end. POST BALANCE SHEET EVENTS There are no post balance sheet events. 26. PRIOR YEAR RESTATEMENT Income received in the form of a deficit funding grant was accounted for in restricted income. 11 has been determined this should have been accounted for under deferred income. This has necessilaled a prior year reslalemenl of £216,079 of money held, moving from reslricled funds lo current liabilities. 27. MONEY HELD ON TRUST The charity holds money, which is not material, on behalf of service users both in cash and in Making Space's bank account. Making Space has no control over this and il is therefore excluded from the accounts. The value held amounts lo £56,989 (2022-£56,8491. Page 45 0145