2024-03-31-accounts

COMMUNITY INTEGRATED CARE (A Company Limlted by Guarantee) ANNUAL REPORT YEAR ENDED 31 MARCH 2024 Charity ReBistiation Number: 519996 OSCR Number: SC039671 Company Re8i5tfation Number: 02225727 'ADFTTQIS* 1311112024 COMPANIES HOUSE A7

Community Integrated Care- Year ended 31 March 2024 2023/2024 Report and Financial Statements l. Introductlon Former Chalrfs Stat•ment Chlef Executlve Offlcer's Statement 2. Trustees Report OblectNes and Artlvltles Besi lives P055ible Achleveménts and Performance UnfJlr to care InvestinB in our people Growin8 our ch3rily Te¢hnolo8Y that care5 Learning wilh impact A workplace to be proud of Enga8in8 the people we supporl Lile ehangin8 parinershlps Strategic Report Financial review Risk managemenl Goin8 concern and st3tutcry statements Structuré, governance and management Reference and admlnlstratlon detalls Statement of Trustees, responslbllltles Independent Auditorfs Report

l. Introduction 1.1 Former Chalr's Statement ln March 2024, Libby Raper stepped down as Chair of Cornrnunily Inte8rated Care's Board of Trustees. Tru51ee, Mandy Wearne, has taken on the role on an interim basis, whilst a permanenl Chair is re<f ulled, Libby had iht followin8 siatefflent: 2023124 has been a signifKant year fcr our charlty- from opening State-ol.the*4rt services 10 appointin8 a new CEO. sr8nificant steps have been taken to bolster our or£anisation for the years io come. Throu8houl 2023124,1 have been especially proud to have seen so many of ihe people we support representln8 our ¢harity on a nailonal staee. sharing their experiences with pollcy.and deci510Th- makers. Amplllyln8 the volces of our people is a key priorliy throu8hout Ihe nen phase of our Besl Lives Possible louTney, so l am excited io see even more ofthi5 take place throu8hout 2024. Another special milesiane has been our rnereer wlth Inspire. Partnership 7hrouBh life Ilnspiiel, hl8hli8htin8 ihe power of collaboration in social care, with iwo provlders wilh a shared vison and Boals comin8 tOBether to achieve incredible ihin8s. Not or•ly has ihis supported us to scale up and expand our work and mission across Scotland, bul throuah a uAlted volce, we hope that we caro have 8reater influence within our sector. When I stepped Into ihis role Jusl over five years a80. liiile dld I know whal successes and challen8es would lie ahead. We'veenloyed many fantastic achievements, and faced some ofour bi88es1 hurdles- none more so than the Covid.19 pandemlc. wheie oui sector showed iiself as the unsun8 hero of our sociely. Throughout all ol ihls, Community Inle8raled Care has never lost Si8ht of Its values. and our people remain at the heari of eveiythin8 we do. In the face of turbulence, at Èvery turn. we've strived to lead chan8e, for both ihe people we 5uppori and our collea8ues- and for that I'm really proud. I leave the organlsation in the capable hands ol a stron8 leadership team, at both executlve and board level, with a cleor ioadmap in place for the years ahead. I'm conlident ihat."with thelr Si8nificanl skills and experience, our charity's best year5 are still yet lo come. I'd like io take this opportunity to thank my fellow Trustees. both past and present. for their knowled8e. 8vidat)ce. and advice over ihe years. 8y BivinB iheir lime and br4n8ine their energy, our chorily has been enabled io ihrive, and l am hu8ely Brateful for their Impart. After 35 years of pushln8 boundarie5. Community Integrated Care Is still thrivin8. and li has been my honour to play a part in ihe ¢hariiVs history. workin8 alongside $0 many committed and hard- working people. It's a difficult decision to step back from somethin8 that has been such a privile8e. bul it's also impossible lo reflect on the last five years with anythinB but pride. Whilst I will be steppin8 down as Chair, I will always be connected to this fantastic or8anlsatlon, and look fofward to watchin8 more of ils success unlold in ihe years ahead. On her new interim p05ition. Mandy Wearne 5ay5:."Whilst we find Ihe perfect candidale to take on this irnportani fole. it'5 my honour to take the rein5 a5 Custodian of our 8reai charity and the 8uardian ol oui purpose. My focus for the immediate lulure will be on leadin8 the Board of Trusiee5 to appropriately guide and support the charit(s Eiecutlve Direclors, ensurin8 ihal we are creatin8

an empowered workforce, who can adapt to chan8e, provide 8reat value and continuously improve, so we deliver hl8huality services that enable people to live the Best Ilves Possible." 1.2 Chlef Executlve Officer's Statement In January 2023,1 had ihe privilege of bein8 formally appointed as Chief Execulive of this remarkable charity, after spendin8 three years a$ Chief Financial O￿lcer. Over ihis time. I've truly loved having the opportunity io spend time wilh our collea8ues. teams and the people we support in our setvices. witnessing everything that makes our organisation so special. After a chan8e af leadership. the launeh of a new five-year plan and the revefbefalions of the pandemic, for Cominunity Inte8rated Care, 2.023124 was a year of re5ettin& restoring. and remainin8 determined lo deliver our promises. We've put Significant effort into stren8thenin8 and siabilisine our charity's core - makin8 greai pro8ress against OUT Be51 Llves Possible slratey by lTr¥es1in8 in ihe quality of our servlces. continuin8 to champion our collea8ues. and creating empowefin8 communities. 2023 was an extra special year. as it also rnJrked Community Inle8rated C?re'$ 35th birihday. In 1988, our charity wa5 founded by Dr David ftobertson. and led the way for societal chan8e with the vlsion of Cfeaiin8 more inclusive communitie5. I'm proud that in the many dècades since. we're stayin8 true to our foundin8 mission.. continuini io push boundaries and deliverin8 tr3n5formative support ihai enables people lo lead li¥5 full of choice and opportunity. Of Coufse, whllsl we celebrate our successes, we mustn't i8nare the con5ider•ble challern8es that we continue io face as a sector. More broken promises and diluled plans from Government has meant that social care is stlll 8rapplin8 with the issue of low pay. meanin8 providers are unable to pay thelr collea8ues fairly for the work ihey do. Throughoui 2024125. Cornmunity Inlegraled Care will conlinue to camp3i8n ft>r a lairef social care secior, for those drawin8 upon care and support. Iheir loved ones aThd families. and for the 1.6 I million talented and passionate people who make up Our workforce. Our messa8e is clear.. in order for us io conlinue to deliver a lifeline to the rnillions of people who relynn our suppcrt. our sector needs greater investment. falrer lundin8 and a Clear workforce strate8y. These asks are long overdue, and it is essential thai ihey shlfi into aclion. I'd1Ske to lake th15 opportunity to pay Iribute lo our former Chair of our eoard of Trustees, Llbby Raper. who stepped down frorn this role in March 2024. afier an excelleni five years with our charily. Within her terbure, libby has made an enormous impact. leadin8 Comrnunity Inlegrated Care through many of its achievernenls. From playin8 a key role as archilect of our Best Live5 Possible plan to advocating for our collea8ue5 and the people we support to be at (he heart ofeverythin8 we do. Libby's progressive vlsion and arnbition has been a'Teal drivin8 force. She departs with aur sinceresi gratitude for her magnificent contribution to Community Integrated Care and best wishes for the fuiuie.

1. Trustees Report ObJectlve5 and Artlvltles aest Llves Posslbl• Strate8y Our purpose is to enable our cusiomers to live the 8est Life Possible and we will ichieve this through our ihree key stakeholders, namely: Custorners (the people we support}; Partnerin8 wlth people who choose Community Inte8rated Care to help increase independence, maximise thetr potenlial at)d fullil their aspirati(￿5 with di8nity and respect. Colleagues: Offerin8 our collea8ues a career they love. that values and rewards ihem appropriately. and provides opportunities for learning and per50r)al 8rowlh. Communllles; Helpin8 to shape an Inclusive 50clety that reco8nises people who have support needs as valued citiiens and enables thtir potential. supports the people who deliver and benefit from social care. and champions the irnpartance 4)four sector. En8aglng wilh supplie15 and custorners successfully is reco8ni5ed as paramount In achievin8 Ihe alms ofthe Charity. Underpinning this is a commitment to. and locus on. effeciive communicatton, understandin8 the client needs, and buildinB trust Ihrough reliability and Iransparency. As we ernbarked on ihe next phase of our 8esl Ilves Posslble lourney, in 2023, we refreshed our charitrfs strategic portfollo to anchor thls activity. Our current eleht Slroie8ic pro8rams are an evolution, rather than a revolution, of our Besi Lives Possible vision. underpinnirb8 everythin8 we do as a charity. These are.. l. Care Excellencels ihe loundatSon of everything we do ~ rnakln8 sure that the people we support recelve the best care p055ible, cenlered around them and iheir needs. thelr goals and their potential. This area focu5es on excelleni support plans led by the people we suppori. giving people we support more fleyibility in their lives throu8h de-re8lStration of service$ and continuin8 to develop our corporate capability in hiBh int¢n51ty seryices.
2. Eniailnithe people we support rÈeo8nise5 Ihal the true expertise In our organisatlon comes frorn wlthin-the people sUPPQrted by our charilv. li aims to nurture a person- centered environment of listening and collaboration. promoting influence, independence and responsibility for the people we support.
3. Data led declslon rnaklnB will harness a comprehènsive yet user-friendly suiie of data and supportin8 analylics ihat wlll Improve insiBhtS lo inlluence both local and or8ani5ational decision-making.
4. Sy5¢em5 That Support will deliver efficient, effective and u5er-friendly 5y5tems that transform the way we support people. Current priority projects include the iniroductlon ol new roslerin8 System (Sonal as well as ihe introductlon of a new quality, risk and compliance system (Radar).
5. GROW is our sector-leading frontline learnin8 exF>erience. It encompasses the core skills and capabililies fequired to dellver the Oe5t Lives Possible. with a wealth of bite-siied, en8a8in8 and relevani learnin8 across a hosi of channels and iielivèry meihods.
6. Rl8ht People, RIBht Place, ft18hi Tlrne aims lo deliver well-structured workforce planning to ensure we have the most passionate and dedicated team ol collea8ues possible io deliver all of the support we'ie commissioned to provide. Current projecls include Agency Reduction..

Di8ital 10,. and Bank Pioject, which will contribute to reducing a8ency usage. reducin8 Eligibility to Work and 08SIPVG admin aclivily for Froni Line Managers and Improve the oreani5ation's service oflèrin8 for 83nk collea8ues. 7. Welcomlng Insplre aims to successfully mer8e two organisalions (Community Inteerated Care and Inspire). li Is a speciflc Sirateglc projeci due to its size and scale and involves 5i8nificant collaboration acfOSS Operational and Support leams. This will faciliiaie the Inspire tearns reeeivin8 a posltive and seamless wel¢ome la Communrty Inte8rated Care's processes, ways of workin8 and culture. 8. Smarter w0￿1ng locusses on reviewin8 specific processes. Syslems and ways of workin8 in order to work mole eff iciently and deliver improvemenls. Over the second half of 2024 we will take a step back and check our corporate straleBy to ensure li is relevanf and locused an the right thin8s, which we expect will result In sorne chan8e to the composition gf our siraie8lC Portfolio, 2.2 Achlevements and Performance We provide support lo over 2.700 people across slxty-four local authority areas ihroughout Én8land and Scotland, deliverin8 on aver48e over 150,000 commissioned hours a week. The key inltiatives undertaken durin6 the year. and whlch continue to be part of our lon8er.tefm plans are.. Unfalr to ¢are In March th5s year we launched the third edition of Unfair Tts Cijre 2024 . 'Who Cares Wi ns,. Community Inle8raled Care's campaign thal Outlines the impacl of the social care pay 8ap and calls upon the Governrnent to unlock Ihe poltntial of thls sector throu8h a betier deal for our workforce. For the third year runnin& our resear¢h . conducied in pafinership with job evaluation experts Korn Ferry- tells Us that there is • sl8nilicant Pay 8ap between frontline social care workers and iheir eqtsivalenls in the NHS, someihlng we consider unfalr and unacceptable. n this year's Unfalr To Care report. we èxplored Ihe wider impact of low pay in soclal care on people. businesses, communitie5 afMI our country Is a whole. and pre5eni betier fundin8 as ar• invesimeni and opporlunily, rather than a cost to the UK- providin8 ihe 'Soclal Care Tflple Wln. of.. 1. Better lives for people who deliver and draw on social care 2. Cost*ffective and sustainable care and healih services 3. Economic 8fovAh and produrtivity When the report was produced. it was known that a 8eneral election would take place in 2024. 50 we used this reporl to hi8hli8ht that soclal care fundin8. can iDfluen£e the decision-rnakin8 of ihe '>oci31 care ¥ote' over 2.6 million people - when il come5 to who Bets iheir vote. Research from YouGov tells us that ihe public are on our side on the issue of funding for social care, 50 it should be somethin8 that's equally important to our politicians.

Investlng In our people Asweexplain in our Unfair Tocare campaign, we Siron8ly believe thai people workin8in the care sector should be paid much more for the skilled, knowledgeable and,complex roles they do every day. And whils1 we continue to lobby decision.makers lor ihe wide-scale investmenl that we ur8ently need to achieve thls, we know we have lo do ever￿h1￿8 possible lo support our people. Demonstratin8 a commitment to properly SUPPOnin8 and rewaTdin8 our collea8ues, we were deli8hted to arbnounce a £S million investment in colleague pay in 2023. In April, we unveiled a pav uplift lotalling £4 million for our Irontllne teams. with our Support Workers rnavin% to £10.92 per hour In England and £11,40 per hour in Scotland. We then announced a further £1.5 million Inve51ment in reward for our salaried colleagues. laier in the year. Growlng our th•rlty It's been a year of si8nificant Browih for Community Integrated Care, as we've focused on expandine our reach across En8larnd and Scotland. From building new, bespoke service5 lo mer8ln8 with anoiher impressivt care provider, we've been conlinuin8 to make our mark on the sector. This year we have opened Sl new service5 and welcomed 894 people supported to our charity. 40 01 Ihose services carne on board as a resuli of the merger with Aberdeenshire based charity. Inspire. Sharing a common goal - to support people to lead lives lull of choice. independence and opportunity- we were proud tojoin fofces and impau ihe Ilves of even more people across Aberdeenshire, Technology that ures Techno108y has the power lo transform sociil care, both lor the people worklTr8 In the sector ind the people we support. From tollaboraiifjg wilh leadin8 care and technolo8y or8anisations, lo explorin8 new and improved di8itsl solutions, we're continually lookin8 for innovations th31 empower the people we support and our colleagues. This year, our Technolo8y Enabled Care ITECI ieam were proud to 8aln TEC Servlces Associalion ccreditation- the UK'S industry advisory body for TEC. Thi5 accreditallon reco8nises our translormitlve methods of usln8 technology to deliver blended models of care ih¥t enable people io have more independenceand contrd over their own support. Not On￿ that. but it's also a true marker of demonstraiin8 how the ser4ices we provide are of the vefy hi8hest 5tandard- hi8hli8htin8 to our professional partner5 and families thal the people we suppori are in sale hands with us. Learnlng wlih Irn￿ At Communily IDte8rated Care, we're pa55ionate about nurluring ihe many talen15 our colleagues possess and proudly providè arn array of learnin8 and developrneni oppartunltles iha¢ support careei PfO8resslon and soeial Care excellence. Our irailblazlng new learnin8 journey for our social care professlonals. GROW provides a multl- layered, holistic approach io learning which reco8nises the breadih of skill required to 5UPPOrt people to live rich, fulfillin8 lives.. Over the lasl year over 5,000 colleaeues have en8a¥ed with GROW and completed almost ISO,IY)O learning modules. GROW has receivtd 8lowin8 feedback from both inside ind outside ol our charily. 90% 01 collea8ues have compleied their learnin8 in full. with 92% 01 courses rated 4 or S out of S..It has received external acclaim from Skills for Care. who shared: "Whot impressed us most obout GROW wos the focus on people," both the people using Communlty Integrated Core'5 suppor¢ and the colleague5

they employ. • praise furthef evidenced when GROW collected the Best Learning & Development Initiative Award for the Public and Third Sector cate80ry at the CIPD People Mar•4efflent Award Eni•8lni the people we support We want io empower the people we support to be the tiue leaders of our charity and to influence important decisions on their own care and support. Understandin8 peoples, needs and ambitions, and amplifyin8 their voices. has been key focuses ihis yeaf. It's been an excliln8 year loi our Voice Groups. which were rolled otyt to all of our ie8ions lollowln8 a successful (iilot in ihe South. This platform Provides a safe spoce for people supported io Bet together- developin8 meaningful relatlonships and confidence in the process. Most importantlyi It offers people the opportunity to share their experiences and recomrnendaiions to improve our service delivery. Most notably thls year. our Voice Group5 played a key role in creaiing and sharing 8uldance around ihe General Election. prornotin8 rights and citizenship wilh the people we $upporl. laier ihis year, they'll be part of an or8anisationèl campai8n to tackle hale crime in society. LlfE ¢hanilni partnershlps Our charily h35 Soined forces with some of ihe biggest events in the UK as our Inclusive Volunteerin8 programme took to ihe road. From trying oui siltin8 volleyball io helpin8 thousands of visitors explore Hartlepool'5 waierfroni. our partnerships have allowed hundieds of volunteers to show off their ski115. discover new friendships. acce55 1 ran8e of vocatiornal opportunities and make lifelong memories. In 2023. we launched our charity's very first podcast - A World of Inclusion. The podcast is hosted by Ru8by lea8ue expert, R055 Fiddes. and shines a Ilght on some of the lile.chan8in8 Stories made possible ihanks to our Inclusive Volunteerin8 pro8ramme with the Rugby Lea8ue World Cup. This year we teamed up wilh ihe Natlonal Trust, WWF, arml ihe RSP8 io create a ran8e of Iree resources to help people who access wcial care discover the Breat outdoors. Inspired by Sir David Allenborou8h's Wild Isles. we've been helpi118 our servites find ways to Include outdoor Puf Suit5 inio care and support plans. This has included sensory gardenin8 guides, walks wiihin nature and even inclusive What To Oo session with Cbeebies presenier, Ilory cra￿ord. Flftanclal Performance Financial key performance indicators are detalled withln the Strategic Report below, bein8 the capiial adequacy test and Iwuidily raiio. 2.3 Strategic Report Flnancial Revlew The linancial results For the year are sel oul on pa8ès 31 onw3rd& The Charity Group {"the Group") recorded total income for ihe year of £176.Im. representini an increase of 18.7%on theioial Income for the year to 31Mafch 2023 (£148.3m). Toial expenditure for the Group increased by 15.6% to £172.8m {2023.. £149.5m}. As a result ol emtfaordinary income relatinB to the acquisition of Inspire and income received Irom investing activities the Group has recorded net incomeof £3.6m.

On 31 July 2024, Comfflunity Inte8raled Care acquired Inspire whlch continues lo operate as a subsidiaTY of the Group. Inspires net assets were consolidaied at Group level. re5ultin8 in a one off £2.4m donation lo Communily Integrated Care. As Part of the Group's investment Slratesy. 5urplu5 lunds have been invested usin8 an investment partner Cazenove. Usin8 a blend ofshort notice peiiod money market investmentsand a longer-term investment in a Sustainable Idulii. Assei Fund, investments have earned a return of £1.4m In capital and irn¢orne. The Group se8menls its charitable actlvilies by operatin8 division and a summary of the £3.6m net income for the year ended 31 March 2024 is presenied below. Excludin8 the non.char•lable aciivities. noted above. the Group has rnade a deficit of £l.Sm on operational activities. This loss was in line with plan as the chariiy continues with the straie8y to invesi in our people. Op•Mll•n•l Olr•cl Svpp• Ine•ftwl •ftd1￿ ied•p•nd•ni ih7ln8 Exti•Care Ilomlr1114ry Car Conwltx C•re Gr•nts, don•tlons •nd lundTrliini Olnef lfttome J3,7Jl 1141 ¢43 7,129 26,81) iioj 23 24 172 940 Jao 712 712 Inv•strnent In(•rne l)on•iion oh mery•i 171.12S 137.471 7,791 27.27) Independent Llvlng services eive people ¥ way to live independently in Ihelr own homes throu8h personalised support thal enables them to reach their goals. Supported Llvlnl seTrices are desi8ned to help people with many diflerent support needs who want to live In iheir own home. That means they can keep cot)trol ol their own tenaney and bills and feel fully in char8e. as well as supported. Wilh income lor the year of £167m, this represenled an increase of 17% on ihe incomt for ihe yeai to 31 March 2023. Independent Livlng is the principal servlce provided by ihe Charity, ac¢ountin8 for 94% of toial Income from charilable activilies and supportin8 over 2200 people Net expendiiure lor Indèpendent Livin8 seThiices total £1.6m12023.. £2.8ml. The charily has performed more favourably than last year but the net expenditure posilion has meanl thai it has used its re5er¥es and return on capital invested lo cover its overall short-term operalin8 performance. Labour shortaBes in adult social care In the backdrop ol the pandemic. 8rexit. and both vacancies and wage inflalion in ihewider economy has increased cost5 of a8ency seTvices. HoweveT* Pay investments In front-line stall and a considerable recfultment drive has reduced agency f eliance Ihrou8houi the financial year 23124 compared io ihe previous year. The additional pay invested by the charity hasn't been universally covered by Local Authority and Inie8rated Cafe 8oard Commissioners, leavin8 a lundiTr8 shortfall. In addition to this, Ihe incfease in inflation over the lasi two years left the charity exposed to a limin8 differen¢e in the lunding allocated lor non.Ironi4ine cosis and ihe actual expense. With the reduction in aciual inflation and fee rates sel at 3 point In time, with hlsiorically higher inflation. this gap is rtow bein8 brid8ed.

Extra Care services allow people who require some additional support to mainlain iheir Ilfe5tyle and independence. Worklt)8 Wlth housin8 associatlOn5 and local authorities, It provides care and support in purpose-bullt accommodation, offerin8 a hom&from-home enviroF)ment. wilh supp￿1 on-hand when needed. Domlclllary Core seNites offer a flexible way of helping people who mi8hi otherwise stru88le lo cope with livin8 independently in iheir own home. Many people can lead a full and independeni lile with the securilyoflusi a few hours of support a day ar a week. dependin8 on what works best for ihem. Wilh total Income for ihe year for Domiciliary Care and Extri Care services tOlillin8 £3.7m. this represented an increJ5eof9% on the income forthe yearto31 March 2023. Nel expendiiureforthese seThices total £9k12023.. £Slkl. These services support over 330 people. £￿ra Care and Domiciliary Care as a business model is 5y5iem1￿1IY difficult to cover its costs. Expendilure a$50ciaièd with travel and adminlstration are required to be blended into the hours of direct supporl, makin8 It challen8in8 for the charity to generaie a posilive mar8in from this work. Complex Care is a person-centred approach io meetlng the needs ol people with conditiorbs thal have major impacr on iheir lives. These sornetime5 include a combinaiion of medical. rnenial healih and social challenges, Communlty Inie8raied Care supports over 140 Indivlduals with • ran8e ol needs Including prolournd and multiple learning disabiliiies, mental heaiih conditlolls and complex autlsm. Our Complem Care oller focuses particularly on supportin8 people to Iransilion from lon8-Stay hospital and secure settin8S, to livinB more independently in their local comm¢Jnitie5. Iden¢lfyln8 this as an area ol stfale8ic irowth, we developed a new eovernonce 8foup brin8ln8 together expeiis in complex care. The group work5 lo ensure our services are des18ned and dellvered In a way ihays sale, Inclusive. ond 5upporlive Wlih incom¢ for the year of £948k (2023.. £1.2m> and net Incom¢ totallin8 É631¢ (2023: £108k) this Is relative new service offerin8 by the Charity's. Complex Care 8ene¢ally dellvers a better financlal performance than standard Independent livirbg with more opportunity io sei rates based on a bespoke cost base rather than 3 framework rate that is often sel across all adult soclal care providers. With a posilive performance in 2023, the charity remains financially sustainable which enables continued focused investment in its 8e5t Life P055ible 51r4te8y. Reserves poll¢y The Group holds reserves to ensure it continues to be 5UStainable, can meet 115 obli8alion5 to its customer5 and colleagLtes, includin8 the factoring in of poiential105t contrads or income stream5, and to support its invesimenls in future plarns. As at 31 March 2024. Group reserves had increased by £3.Sm to £38.3rn12023.. £34.8ml, Within thi5 balance are restricled reserves OF £3.4m12023'. £3.4m) represented by o mixture of freehold and leosehold land and buildin8s doniled to ihe Charity by several local auihoflties and public bodies. Disposal of these properties is sublect to the approval or the donatln8 auihoTiIy.

The Group's ffee reserves as at 31 March 2024 stood al £22.Om (2023- £21.Irnl. This is calculated as the unrestiicted reserves of £35.Om12023.. £31.4m) less the carryin8value of ian8•ble fixed asseis not covered by capiial grants of£13.Om (2023.. £10.3m). The Board of Trustees {"the Board.) requires Ihe Charity lo meet both o capital adequacy test and liquidity raiio. The ¢apiial adequacy ratio compares the net lan8ible assets to the total tan8ible assets and at a raiio of 0.97 (nei tangible assets £46.6m to iotal tan8ible assets of £48.3m) exceeds the 8oa¢d's tar8et level of 0.6 and provides assuranee on the longer-term wl¥ency of the Charily. The currenl ralio is used to measure.liquidity and equatin8 to 1.56 {curienl assets 01 £37.2rn t currenl liabililies of £23.8ml Is also above ihe 1.4 iar8et set by ihe Board and provides assurance that shorter. terffl liquidity is sufficient to meet ihe Charily's immediate financlal requirements. The Board is satisfied wilh ihe size of Ihe reserves and the Siructure of the balance sheei. It refflains commltted io ihe reserves policy and will look to maintain the Chafily's feserves iro line wllh the 8rovrth of ihe business. FollowlnB ihe mer8er wilh Inspire and our ieview and amendmenl of our inveslmenls poliry. the commitlee will review the flnancial ratio's and criteria in the cwrent financial year and updale the reseThes policy. Investmenl pollry Thecharlty has the power lo make Investments whlch the Boafd deems io be approprlate In meeiin8 ils charitable objectives. The Finance and Investmeni Committee ensures ihat procedures and safeguards are in place lo ensure that the Charity's resources are rnanaged appropriately, are invested in accordance with its Charitable purpose and that Iht relurn froffl assels and capital employed meèts the expeclalloThs and appio¥al ol the Board. As 4131 March 2024 the Charity had £7m invested Ir) an ethlcal investment fund, and £14m In money rnirket funds and short terrn deposit accounis using Caienove as its investment mana8er. The Board's objective for the Investmèni portfolio 15 a cofflbination ol capital 8rowth and investment income.. the target return on irtvestmenl is 4% as therè is an expectalion that Interest rates wlll lall In 24125. This year the board reviewed ils Invesiment Slrate8y io ensure an appropriaie balance is maintained between the Charitfs shorl-teim working capital requirements and achievin8 longer-ierrn return on investments, Following a chan8e in the Charity Commissions CC14 guidance Ilnvesting Charity money: 8uidarncè lor tru5tees} we sou8ht advi¢¢ Iforn Cazenove to SU88est any amendfflents to our investment5 policy. Overall, the review demonstrated our policy was in line with the latest 8uidance. Charity Irustees have discretion to choose what investmenl approach Is in the be51 inlerests of the chaTiIy provided it furthers ihe charity's purposes. The Group holds investmenls ihrough an endowment fund wSthin its subsidiary. A8e Exchan8e, which Is revlewed throu8hout the year by Its trustees. As at 31 March 2024, Ihe investment in ￿e Éxch3n8e was valued at £113k12022: £107kl. Cash flow Net cash outllows from operatin8 activilies ifflproved io £1.4m 12023.. £3.Sm outflowl, with a net outflow from investing actlvities of £1.6m12023.. £21.4m outllow). Cash balances as at 31 Mirch 2024 decreased 10 £4.4m12023.. £9.6m}. However. there are 518nificarnt funds held in investments which io

fe acce55ible. be•ng placed in short terrn cash investrnent$1£14.3m) and lons-terffl invesiments in stocks and shares {É7.Im) Long term borrowlns Secured loans have reduced io £0.3m (2023: £2.4m}. Thi5 balance r¢lales to a bank loan held by the subsidiary Chartty A8e Exchan8e. Penslon Ilabllltles. The Charity is obliged under FRS102 to provide for ils share of any reported pension deficil at ihe balance sheèt date from ihose dellned benefii schemes of whl¢h11 Is a member. The Charity operates Iwo defined benefit pension schemes, the CARE pension scheffle (CARE) and ihe North East Scotland Pension Fund (NESPFI. These were transferred from Inspire when the assets ar￿ liabllllles were lianslerred to Comniunity Inle8rated Care on 31 July 2023. Subsldlary undert•klnis The Chariiv has ihree active subsidlary sJndertakln8s. namely Person Centered Housin8 IPCHI, Age Exchanee IAE) and Inspire Partnershlps Through Lilè Ilnspire). PCH, AE and lrnspire are companies limited by 8uaraniee, with Community Inie8rated Care being the sole member. PCH holds freehold property. AE uses the power of ari, creativltyi and soci•l connection to efflpower and supperi disabled people and carers locally in Blackheath, London and nalionally. Insplre Is • reflslered Chaflty whlch supporis people wilh learnln8 d5sabSlltles and additlonal support need5. intludlng autism. across the North Easi ol Scotland. Community Inte8rated Care acquired the undertakin8s on 31st July 2023, and ihe assets were immediately hlved up on 1st Au8USt 2023. The Charity also has two dormant subsidiary undertakiTr85, namely Inspirit Care and Access Communiiv Services. Deiails on all subsidiary undertakings can be found in note 11, Relaied partles and Inleie5t5 Details of related party ¢r•nsaclions and Interests In other 8fOUP companies are sel oul in Note 21, Funds held on behalf of resldents The Charity has responsibillly over residents. personal monies. lotalling É6.7m as at 31 March 20Z4 12023.. £6.Srn) but does not hive beneficial ownership. Therefore. these lunds, which afe held as cash by banks oiher than the Charil(5 principal banker. are excluded froffl the financial 5tatemeThts. Trustee Indemnlty Insurance The Board has the benefit of Trustee Indemnity Insurance cover of £IOrn. which is auihori5ed in the Arlicles of A550ciation. Such insurance was in force duf in8 the year ended 31 March 2024 and remains .in force in ielaiion lo certainlosses and liabiliiies, which the Tr4stees may incur to ihird parties while acling as a Truslte (Director) of the Charity or of any subsidiary underlakin8. li

Fundra151n8 pollcy The Charity's fundraising activity is lar8ely fepresented by in-house events. le8acies, corporate fundraisin8 With local companies and national partners and gifts frorn trusts and foundations. It does nol currently use professional fundraiser5 or commercial partners lo help it deliver its work. The Charity complies with curient regulations and best prattlce sei out by re8ulalor¥ and professional membership bodies - The Fundra•sin8 Re8ulator, the Institute of Fundraising* the Scottlsh Chirily Regulator IOSCRI and the Scottish Council for Voluntary Or8anisaiions {SCVOI. Oue to Ihe nature and 108is1ics of deliverin£ fundiai5in8 across muliiple site5. it Is aware thai ihe potential for breaches ol lundraisin8 cofflpliance exisi and mana8es and minlmises ihese fisks throu8h implementlng cornpliance policles with a focus on training ind inductions fcr new starters. qualitv checkin8 and audits. It en8a8es Pfaactively and works with ihe Fundraisin8 Re8ulator and other professional bodies io énsure thai any concerns raised are addressed as a prlority. The Charlty ernploysa code ofconduct to protecl vulneiable people. whlch all fundraisers Must adhere io. and has published its Adults in Vulnerable Cilcurnslances Policy to ensure all slaff have full 8uidance in this area. The Charily's re8islralion with the Fundralsin8 Re8ulalor and commiiment to followin8, reviewin8, and ¢onsultin8 on the Code of Fundralsini Practice Includes sale8uardln8 its supporters, Inleresis. Ourln8 the Ilnanclal year ihe Charity dld receive 4ny complaints relalln8 to Its fundraising activilies. Rlsk management. The Charlty's approach io risk mana8ement is based on the principle that risk managemenl capabilitv must be embedded acrossall areasofthe Charity to be effective. The Charilyoperates a Yhree Lines ol Defence. model, throu8h which the roles and responsibilities for managlng risk are made clear. This is supported by a system of internal controls and re8ular assessment5. whlch are undertaken by sécond and third lines to conlirin the èffecliveness of the risk and control frameworks in relation lo both the current and emei8ln8 ilsk profile. The Board's Audil and Risk Committee is responsible fof oversi8ht of the corporate risks and for the escalJlion of issues to Ihe Board. The 8oard and senior management team are responsible for selling and clearly communicating a SlronB risk culture ihrou8h their actions and words and addresslng any identified areas of weakne55 or concern proartively.. The risk management strate8y consisls of.. Ensuring all principal. lop and emerging risks are identified and assessed. Ensurin8 risk appelile is clearly articulated and influences the Charity's slralegic plan. A clearly defined flsk culiure which emphasises risk managemenl throughoul all areas of the business while maintaining independenl oversizht. OngoinE analysis of the environment in which the Charity operates to proactively address potential risk issues a5 they arise: and Support for commerciil decisions, colleagues, and ihe people we support wilh appropriale risk pfocesses. systems, arid controls. Board assurance that the risk mana8ement framework 15 operating as expected is provided by inlernal audil, which is condurted by a third party. The overall control opinion provided by internal audit 12

remained that ihe Charilv had "on adequcte ond effectl¥e Iromework for risk manoqement, governonce, ond internal control, Further enhoncements were Identilied to ensure thot It remuins effectlve. and these ore belng Implementrf. The principal risk5 the Charity artively rnonitor5 and mana8es are as follows., Prlnclpal fls* ¢atezory A15k App•tfte Hqwls thls ilsk m•n•¢ed Qu•lily ol car? 15 the risk ol not dpllvetln8 the standard ol care necessary to meet ihe needs of the people we support. Thecharlty 15 committed to Pfovlding 8ood eire ftd support irn order to enable the people It supports to Ilve the best life posslble. It has a k)w. risk appetite for quallty ol care rlsk, The effectlve mJna8ement ol thls risk Is at ihe core of the chor1t￿$ buslness purpd5e. To thls end, It has a Some Kry conirols Include.. 8ud8ei proces5 and senlor approval M¢ntNy linancial reportin8 Including detailed and approprlate Ml 13

Prln¢lpal tlsk category Rbk Appethe How 11 th15 rilk m•na8ed dlbytsification is essent141 to 4¥old over reliarKe on any particular commissioner. Active as5el mana8emert 4lon6slde the Ientrailon of surpluses Is necessary to flnance Investment in the business. Regular forecastln8 includln8 full Charlty quarterly relorecast Effecoive rlsvreward a55essmentlw all new tommltments l inbvtments Conwnuous reliew of the on8oln8 financial vlabilty ol Indlvlduol serylce5. Clearly artlculated reserve. Ilquldlty and borfowini pollcles approved by the 8oard and overseen by the Finance and Investment Commlitee Mina8ement ol the Fxlrtlolio ol contrarts to ensure dlversllltawon ol rlsk and avoldarrte of over-iellance on ny contraci or commlssloner The tharlty alms to operate wiihln the letter and splrii of re8ulatory requlfements 4t all tlmes. The Comp•ny Secretary Is responslble lor malnlalnlni a re8ls¢er ol all feeulalory 51atutory bodles wlth whlch the Charlty en8a8es and the names rrfl detalls olall contsct5. There are clear operatln8 8uidelines wlthln th Charlty settln8 Out how en8•8ement wilh reiulalors and other stawtory a8encles Is lo take place. Reiulatory ¢omplbance1s consldered whenever a new servlce15 commlssloned and whenevef a new Initlail¥e15 undertaken. Compllance wtth reaulatory aftd stalutory requlremvnts Is the rlsk ol fallln8 to Identlfy, monltor and comply wlth relevant laws. re8ullons and expeclailons In Ihe Charltys operatlons, lallure to erya8e effectively with reeulators ¢x Inform them In a tlmely way af •ny l•llure lo meet e¥pectatSonS1 provldlr8 inaccurate. mL%leadln& or la15e Informatlon to re8ul4tors or statutory bodle5 or lallifi8 to respond io reques15 lor Information in • tlmelv way. The ChJrity operales In • hlghty re8ulated sector. Fallure lo meet re8ul31ory expect4tlons would resuli In rlsk ol harm lo the people we 5UPPOrt, and tlle ¢ollea8ues employed by the Charity. It would result In unaccept4yble levels of reput•llon rlsk and could r￿ult In the lorced clDsure or transfef of servlces and ultimately the contlnued vl•blllty of ihe Charlty." CIC h•s no appetlte lor operatln8 autslde regulèlory and stslutory requlrements or empectatlons Some key conln>ls Include, A re815ter ol oll rtyulalory 4nd S￿l￿f0ry bodles wlih whlch the c￿rIty en8a8es Includlr¢ contact detsllsls m•lntalwl In the fom ol a re85ster by ihe company secrelary AppToprlate levels of rewurce to ensure that •ll stalwtory and ￿tulatOry expectatlons are mel arxl that Ihe thaflty operates In a safe and secure envlronmeTrt fort￿ people It supports, Its collea8ues and other siakeholders, Pollcles and procedures In place to gupporl colle￿ueS when en8a8ln8 Wlth regulators and stal¢Jtory bodies and feirrforce5 a Cultu￿ ol r4ulalory compliance Including the Quallty Assur•nce Framework Reiulatory compllance Is consldered at every stage Includln8 when 4 new serylce Is commlssk¥ned and afty new initiative5 that are undertaken G￿ernaTr£e structure which erfjure5 Ihat all regulatory 4rKI slatulory oversl8hi1s c•plured at all levels Mand•iory role speclllc tralnlne AciKte and ongolTrB manaiement of the Charlws market overslght ratln8 from the CQC People f1sk1s the rlsk of noi havin8 sufficlently The ablllty to manage Ihis flsk Is constralned by The thariVs aims to Improve ¢hecapablll¢yof Its stalf Jnd reduce rlsks •round suffKient capacity by Improvlng the quality 14

Pilnclpal fisk ulegory Atst App•tlt• How Is rtsk m•naged skilled ènd motivated ollea4ues who have ihe copabiliiles todellver the services which the C￿rIty h•s contracted kn deli¥*r, who arecleai on thelr re5ponslbllltke5 and accountablliile$ and who behavé ID a way that is ali8ned 1¢> the values arid business purpose of the Charity. the avallable flnantlal rewur(es lo recruli and relain the necessary ¢•paclty afid capablllty to dellver servlces to the people we support. The Charlty Is wepared to •¢cept • hilher than a¥era8e level of tum¢wer and the employment ol a8en¢y staff as a consequence of the challensini employment market Irom whkh It sources staff. reco8nlslng that Ihls will mean thai It wlll noi always be able to dellver the qu•llly of c•re lo whl¢h li •$plre$. ol fecruliment. enhancln8 learnin8 arrtl development and employlni actfve strate8ies to reduce staff iurnty4er. 8o•rd oversl8ht al thls rlsk Is pro¥lded bythe Worklorce Commlitee. Some Key Conlrols I￿lude. Charlty wide en8•iement stfa¢e8les Including G•mtthoTriers, reco8nltlon and lon8 ser¥lce schemes Regular assessment of employee en8a8ement throu8h suryeys al￿ roadshows MalntenarKe of a well-beln8 fvnd to •sslst employees In difficulty Implement4tlon ol Jn Improved empl￿et v•lue proposltlon.lhe Deal. lrtve5tment In Leamin8 and Oevelopment lrnieslment In recrullment aThl onboardiTri Inducilon lo Improve retentlon Sirat•il¢ builness rhk Is the rlsk ol $18nlllc•ni loss and or dama8e Ilncludin to repuiatlonl arSsln8 from the Charlirfs declslons that Impacl on the loTh6- lerrn Interests ol lis stakeholders, from ihe lallure lo execute strate8lc plan5 or Irom an In•blllty to adapt to a changlni external development. Charity operatès In hl8h.rlsk sector, wlth hi8h rellance on publlc sector lyndln8 and in rapSdly evolvln8 e¥lernal envlronment wilh the polentlal lof major structural cPAn8e. All t￿5¢ leèiures have been exacerbated by ca￿d 19. It Is engaged lft Ihe delivery ol slr41e8lc plan •lmed at fespondin8 to these ch4llen8es by reloc•Jsin8 Charlty and creatin¥ • plaiform lor future sustaln4ble crowih. Yhls necessarily invofves ceptance by the Board ol i hl8her level ol strate8tc business risk than has been the case In the recent pasl. The ilo•rd provides approval and on8oln8 o¥ersi8ht of ihe slr•ieBV ihroulh bts re8ul•r meetln8s and supportlni commlttees. A deflned set ol KPIS have been agreed by ihe 8oard to ensure ihat prolecis are dellvered on lime lo budlet arbd ihat beftefil realization Is c4Ptured. The 8oard has a8reed ihe key pollcy refofm5 that the Charlly Is pursulft8 toitthef wSth the eontrols Mcess•ry to tnsure that messaglng is conslstent and does noi breach ihe Ilmltailons on poliilcal xtivity overseen by the Charily re8ulaiors Some Key Controls includr, Rleorous pro8ramme man•8erneni dlsclpllne5 are In place. Intludin8 an adequately resourced pro8ramme office, to svpport desiun and dellvery of str8te8rc Inlliailves wilh oversi8hi provided by the Éxecuiive team and Board. Indiv1d￿l ExecLrtive Team members have spectll¢ responsiblltties lor ihe dellvery ol the different strate8iC in+liatlves The Ch•tltyhas a bu51ness development lunctlon responsible for retainiftg eMlstln8 profitable conlrac¢s and wlnning new piofitable cortracts. Reputation risk arlsln8 from the executlon of the strateÉy. for example around the decision to cease to provido a ser41ce, Is mana8ed In ihe first Insiance by the CÉO with e5calalion lo ihe Board as fequlied. TIE Charlty has also taken a positlon a5 a public aifvocate for 15

Prlnelpal r15k utqory RlJkApp•tlte Hpwls thb rlsk manaied relorm of the sodal care sector whlch expts￿ the bu51ness to politkal ch4llen8e and repulallon rlsk. The Charity aaively seeks to inlluence the development of publk pdicy. led by en8a8emert by the CEO and ChaSr with public sector bodles and key Inftueneer$. Clear delegations around wh) and under whèl clrcumslances can speak on behall ol the charity. All e￿ernal publications are reviewed by the Cofflpany Secretary lor lartual accurxy and to ensure compllance wlth charlty law Operatlunal rlsk Ilncludln¥ rellance tsn Intormailon and Inform•tlon stturftyl Is the rlsk 011055 resultln8 Irom Inadequate or falled Intemal pnxesses, projects and or systems or Irom external events Includln8. lof emample, a cytser.attack. It Includes leeal flsk, and operat50￿1 rlsks assoclated wlth ¢he strateay. The prlmary responslblllty lor manaaln8 these rlsks fests In the flrst Ilne In the delivery ol serySces In ac<ordance wlih the pollcles and procedures of the Charlty wlth oversl8ht provlded by the second Ilne functlan& The Charlty Is prepared to tolerate a modeiaie level ol operatlonal fisk expowre wlthln ￿reed thres1￿IdS Jnd Ilmlts. A level 01 re511ience rl$k Ifom Internal arnl external events Is tolerated. howevef Immediate sleps afe tsken to mlnlffllse the Impact on the people we support ihrtyjih recovery wlthln dellned timescales. Operailon•l rfsks are likely to Impact on ihe Ch•rliV5 repulallon and flnarKlal wlabllity and tolerènces are Set I￿ordIng1¥. The Chority has • comprehenslve sei of policles whlch seek to Identlfy operational risks and set out hthv are io be manaied and mltl8ated. Th151s SUPPOrted by an enlerprfse wlde communlcatlon and ir41nln8 pro8r•mme. Évery member ol slaff Is awafe ol ihelr responslblllty In reljllon to ihe rTh4na8ement of opefatlonal rlsk. Thls Is embedded In all role proliles and forms part of regular perfom)èrnce •sse55ment. The risks around lelal clalms are mana8ed by Ihe Comp•nv Secretary and supported byrle4r data proiocols Breaches ol rlsk toler•nce, Includln6 near mls5es, •re escal•¢e<l to ihe eoard arKI Its Commlttee5 a5 oppraprl4te Some keyconlrp15 IncI￿le. The provlslon ol •pproprlale Ml lo •118overnJn¢e commlttees up to and Includln8 the Board Inveslmeni In systems and pr¢xe55es ta ènsure a saiislxtory level of operatlonal efflclency 8rea¢hes of risk toler•Thce. Includin8 near mlsses. afe esC414ted io ihe ￿41d and its Commltlees •s approprlate An Informatlon mana8ement and diRltal Investment stfateey 15 in place Includin8 agreed protocols for the mana8ement of dala, lestln8 ol new appllcatlons and fespondlry to cyber attacks. Thls Is supported by enterprise wlde Cyber Essentlals accredltatlon and anrbts41 Thlrd Party peY*tratlon iesilng, TIY CharSty has enterpflse wlde and 5ervlce level Buslness Conlinulty Plans ard Oisaster Re¢o¥ery Plahs In plxe whkh are lested re8ulafty. Enierprlse wlde Siructufes In place lor management 01 malor Incidents Golng concern and statutory statements Golng Concer Accountin8 Standards require the Board io considei the appropri3tene5s of the 80in£ concern basis when preparing financial 5taternenls. The sertor continues to be underfunded and in spite of this 16

GTOUP maintained ¢ls inveslment in its fronl-line worklorce Improvi￿ pay. rewards. and wellbein8 and wasin a net income position forthe year. The Charity Is nJvi8atlnÉ well throu8h the seclor-wlde recruitment shorta8es. fine-tuning recruitrnents processes and improving ils lime to hire by an average of 26 days. However, Ihere is still a hi8h rellanct on more expensive a8ency siaff and althouBh we have seen lower energy prices towards the end ol the year the general cost of livin8 increases still impact the tradin8 posilion. Noiwlthslandln8 these challenges the iroup has a stron8 Ilquidity position and has been able to invest surplus cash in the investment rnar￿t 8ainiTr8 favourable returns. To consider ihe Jppropfialeness of the 8olng concern basis. forecasls have been prepared to 30 September 2025. Forecast reserves are expected to fall 10 £36.6m with free resefves forecast to be £ISm. With a forecast net cash posltion of £26m a5 at 31 March 2025 and a forecast that the Group will continue lo hold a Siron8 liquidity position. the Group is confident ihat it has adequate resources to continue operational activities for ai least 12 months from the date ol this report. The Trustees consider there to be no maierlal urncenainties over the Chority's abllliy io contlnue as a 8oino concern. Publ1¢ Benefll Ihe Board has given due consideration to ihe Charity Commlssion's published BuidaTr¢e on ihe operation of the public benefit requiiemeni by lookin8 at the Charity's activities under13ken durini the year and can demonstrate that the services provided continue to have an identifiable benefit. are directly related to the aim5 of ihe Charity. ar•d that benefil is to the public or a section of the public. The 8oard of Tfuslees is satisfied ihai the Charity meets the tests with regard io public benefit and Ihat ihe Charlty provide5 l•nsible benefit io a lafEe seciion ol the public by provldinl cafe seThic•s lor vulnerable adults. adulis with learnin8 dilficultiès, mental health concerns, autism, or physical disablllties. Plans for the future As we move into 2024125 and beyond. o¢Jr focus remains on dÈliverlnB our sirare8lt portfolio of work thal we believe will enable u5 to enable the people we 5UPPOrt to live their besi lives possible. Thi5 will in¢lude.' Embeddin8 our successful investments In ¢ollea8ues throu8h our GROW (career learnin8 and development) pro8rafflme. onEoini leadership development. focu5 on recruiimeni and releniion Ireducing our a8eney costs) and mainiaining Our pay differentiils. Improve our core end-to-end processes $0 ihal we carb spend more lime delivering excellent services to our customers. This will include irnplementinB new rota technolo8y. a refreshed quality plaiform and embeddin8 coniinuous Improvement into ihe Charitv. Develop our corporate capabilities in delivering highly specialist complex care. technolo8y led products / services and person-ceniered care, 17

Continue to use our voice as a leading adult social cafe piovider lo campaign for better pay and irlcreased Government funding for this vital sector. later on in 2024125 we will review our curient strite8y and determine the investments we should make to continue to Improve our ser¥ices fof the people we support. 2.4 Structure, Governance and Management 8oard of Trustee$ ("the Board"1 For ihe purp05è5 of the Ccmpanies Act 2006. the Trustees are also the Directors of the Charity. The Board consisls of up to IS Trustees, including the Chiir. Deputy Chair. and a Senior Independent Trustee. and has the diversity, expertise, and experience to satisfy Its legal obli8ations. safeguard the assets ol the Charity. provide Feader5hip and strategic direction whllsl complementln8 and supportin8 the Execulive Team who manase the Charity on a day-to-day basis. A Trustee skills matllx is maiftlained by the Company Secreiary and developmenl opportunities are reviewed on a re8ular basis to ensure the Board continues to meet ihe changing needs and demands of the Charity. An external lovernance review was commissioned in eaily 2020 In accordance with the recommendations of the Charity Governance Code. li concluded ihat the Board was working effectively. and the Board a8reed to implement its recommendalion5 in full. In the year. the Board has undertaken a performance evaluation ol its elfectiveness and of it5 Chair, comprisin8 i written survey for tompleiion by Trustees. I;1 conversallons betwéen ihe Chair and Trustees. and I;1 conversailons between ihe Senior Independenl Trustee and Truslees and the Executive Team. Its 8oals were io fealfirm ihat ihe 8overnance •rranBements were lit for purpose a8airnsi ihe changin8 social care and Charily landscape and that they remained consistent wilh the Chaiitrfs aims and objectives. Trustees are appointed by external ad¥ertistment and serve a three*ear term before faclnB retirement or re-electlon up toa maximum olnineyears inoffice. New Trustees receive a prograrnme of induction which includes sef¥•ce visils. a presentation by the senior manaBemeni tesm and access to an electronic reading room, which contain5 an over¥iew of the Charity and key documenls concernin8 Its const•iulion. governance arran8ements and the roles and responsibilities of Trustees. The Trustees are not remunerated but do receive reasonable out of pocket expenses for attendin Board meetin85, in accordance with the Irustee expenses policy. The 8oard Meets at least four times a year io monhor performance against stfategy, utilisin8 a fullv comprehensive suile of documerbts through which the Charily rneets lis obli8alions to the Chaf ilies Comrnission and OSCR, satisfies the requirements ol the Charitie5 Art and company law, and deliver5 its underlyin8 objectives and responsibilitie5 Stated wiihin Its Memorandum and Articles ol A550cialion. Whllst the Board reiains individual and collective responsibility for en5urin8 compliance and 8oard effectiveness, it dele8aies element5 of risk management and 8airis additional assurance and recommendations throu8h 4 scheme of delegation and the use of Sublommittee5, all of whtch have written terms of reference and which are reviewed and approved on an annual basis. The Charity follows the Charily Corporate Governance Code. adherin8 to lis seven prlnciples. as well aslhe five core principle5 ofihe Scotlish Govunance Code. as detailed below.. 18

En8land S¢otland Artlvities Organisalional purpose Or8anisational purpose The Board periodically reviews its charitable purposes and the slrate8ic KPIS. The 8oard is clear about the Charit￿$ purpose and will deliver, throu8h the 5trate8y relresh, clear and susiainable tsusiness plan. Leadership Leadership The Board and individual Trustees lake collective responslbility for decisions. making suie the Charity's values are reflected in its work. Integrity Board behaviour Collectively the Board is independent in Its detlsioTh makin& safeguards the CharFty's repulalion and act5 in Ihe best Interests of the Charliy and its slakeholders. Declslon-makin& control risk. and Control The 8oard has established a scheme of delegation and monitors effeciive delegation. control. and risk asse55ment managemeni 5ysiems. The Board is clear ihat its primary purpose Is strate81¢. Board effectiveness Effectiveness The Boord re8ularly reviews its performance and works as an effedive team. usin8 a balance of skills, back6rounds. and knDwled8e lo make informed decisions. Equality Diverslty and Inclusion The Board has trustees wilh o wide variety of perspectives, experiences and skllls and Is supportive of the principles of equalily and diversity. OpenTress and accounlability The Board ensures the Char•lv ha5 legitimacy in representin8 19

beneficiaries and siakeholders and takes seriously its responsibility for building public trust and confidénce in its work. sU￿cOmMIttee% The Board cf Trustees operates a number ofsub-commiltees to support and delNer the oreanisation's strate8ic piiorilies'ihrou8h deiailed underslandin8 and assurance on specific afeas of dele8ated risk and compliance. The followin8 Committees have been operallonal in the period, meel quarterly and an outline of the ierms of reference for each Is noied.below'. Audlt and Rlsk Cornrninee Quality and Slandards Committee Finance and Inveslment Cofflmittee RemuntratS0Tr and Nominatlonscommittee Worklorce Committee In June 2024, the 8oard ratified ihe declsion to close the former Scotland Commltlee on completion of its aims to support and oversee significant business acquisition. The Audie and Rlsk Comrnlttee has Ihfee primary areas of responsibility.. ensuring the accuracy of external financial reportin& inrludinB the relationship with exteinal audilors,. Ihe appointment and over518ht of internal •uditors,' oversi8ht of ihe rlsk and control framework,. and overjlzht of environmental. social and Bovernance malters. Durin8 the year. Ihe Committee also assumed responsibility for oversight of environment41, social and 8overnan¢e matters affecliTrB ihe Charitv. Th'e quallty and-siandards-coinmlttoé acts as ari oversi8ht cominittee In connection with the regulatory complianeè and delivery ol care and support services and takes assurance that the Charity is well led, with efle¢live systems and processes in place to comply with health arnd soci31 care le8islation and bes1 practice. The Cornmlitee reviews key peiformance Indicators receives operailoTral reports and monilor5 the complaints process and leedback from the people supported. their families and stalf. to ensure thal individuals lead rewardin8 lives and achieve ihe best possible 0￿Comes. The FlTran¢e Ind Investment Comrnlttee provide5 8uldance and supporl at all slages of the business plannin8 cycle. frorn forrnulatin8 the slrategic financial plan ihrou8h to finalising the annual budget and buslness plan. The Committee reviews performance a8ain$t plans and forecasts for the year, includin8 an oversi8ht of all sienlficant prolects involving boih Investment and divesiment of resources and capital. seeking 8oard approval. a5 ne¢e5$0ry. ln conjunction wilh the above, the Commiltee monitors the level of reserve5 and liquidily 3¥air15t policy and reports its findings and recommendailons to the Board accordln81v. The Ilemuneratlon and Nomlnatlons Commlttee is prlmarily responsible for ensurin8 good praclices are in place ID relolion to all relevaTri legislative and. regulatory requirement5 of the Board bv establishlng, amendin& and monitorin8 the Cofporaie 8overnance Pfocesses and practices of ihe or8Jnisation. The Committee ha5 responsibili¢y for the appointment, evalua1ion of performance and development ofihe Board. Trustees and ihe Executive Tearn and has delegated authority to determine 20

the femuneralion of the Chief Executive and the Executlve Team and the approval and monitorin8 af systems for appraisin8 ihe Executlve Tearn. The Workforce Commlttee scrutinises org4nisational developmeni and workforce strategies and recommendin8 approval to the Board. It is responslble for takin8 assurance that core human resource policies are re8ularly reviewed and are cornpliant with appropriate le8islationlre8ulatory requirefflents includin8 the CQC'S Well Led FrJmework. thè Care Inspectorate's Mational Care Standard5 and the Scotlish Social Service5 Council Fit to Pfactice Framework. Worklorce strale8ies include those for reward. pay and recognition and ihe Comrniiteè tak.es assurance thai arran8ements are in place to manage the workforce alainst a8reed KPIS and that there Is appropriale troinin& engagement. and feedback from staff. Advlsory 8roups The Board has the power to establish 8d.hoc workin8 8roups and advisory Boards as and when required. ulillsin8 boih irblernal and external profe55ionals as nece55ary. During the pondemic one such group was convened {the Eihlcs Commilteel, wilh the purpose of advisin8 on decisions relatin8 to the re8ulations and restrictions brought about by the pandemic and io formulaie the Charity's polity response. The Comfflillee mei on one occ•5ion durin8 the year. In addition. Iht Charily and continued to hold quarterly informal Board meetin£s in between the scheduled. formal 8oard meetin85, tmecutlve Man•iement strurture The Chief Execulwe Officer is4uihori5ed ¢0 manaae the Charityon a day-to-day basis under a wrirten scherne of dele8alion from the Board, which is reviewed annually. The Chief Executive Officer has an Executive Team whlch Is responslble lor the delivery of the straieglc plan, and il meels foimally monthly. to review the key performance indicaiors for the or8anisation and to keep abreast of developments in the organisation generally. The Execulive Team brin8$ 108ether the mosi senior mana8ers from Operations and Support Services io furiher develop ownership and delivery of the strate8ic plan. Workfor¢• As al 31 March 2024, the Charlty had a workforce headcount of 6,180. Ha¥inB a deep undef slanding of our workforce is cru¢ial In creatin8 an inclusive and supportive environment. where diversily 15 valued. unique characteristics celebraied and everyone feels able io bring iheii true selves lo work. This year we were delighted to work with our parlners at the Émployers Network For Equality and Inclusion. leading organisations across many séctors. a nd our Colleague Inclusion Networks. to launch our bfand-new diversily data monitoring form. We created a pro8re5sive 3pproach that's an exemplar of besi practice in diversily monitorin8 and will hopefully give both prospective and current collea8ues a sense ol feeling seen and respected. Our inclusion networks have made a hu8e impaci this year. achievements include pro¥idin8 immediate responses io high profile incidents, raisin8 awareness and understanding ol men's mental health and Co<reatin8 our Chaflty'5 first.ever Gender Identities pollcy. HawnB hard-workin8. committed and passionate collea8ues is vital io providin8 the very best care- and for the people we supporl. having a consistent team that theyknow and trust is an e55ential in8redient lor livin8 the best life possible. 21

We've focussed on fine-luning our rerruiiment prlxesses, enhancin8 our welcome days, and investing in a sulte of collea8ue 5UPPOrt resource5 to attract new talent to our Charity. and ensure Ihat our collea8ues feel prcud to call Community Inte8rated Care their workplace. In an everchan8ln8 sector, we're committed to supportin8 our leaders to 8ain new In5i8his, Share best praclice and harnes5 valuable sktlls from acioss our workforce. DurinB 2023, our LEAD Irainin8 proBramme has continued to provide specialist learnin8 Opportunities for operational mana8ers- touchin8 on key topics like iecruitment. care and support plannin8 and quality. n Ortober. we .developed a comprehensive ft LEAD workshop, hosted by members of our Executive Team across ei8ht re£ional sessions. These in eractive events aimed to upskill leaders on areas such as quality frameworks. business development, evidence ind feedback. Community InteBrJted Care has a defir)ed Internal Communlcatlon & En8a8ement Slrale8y, which Include5 a clear cornmunScations cycle framewark. aimed at ketpino our 6CXIO•Stron8 Wofkfarce inforffled. en8aged and inspired. This framewofk sets out our annual communications actlvity and the channels used to deliver ihi on a daily weekly, monthly. quarterly and annual bas1$. The key channels featured within ihis are.. Viva En8a8e- our internal social network News Roundup- weekly round.up Click - our internal Intranet platlorm Executive Update - Monthly video and Written updale Irom Executive Team members (delivered on a roiatin8 basls) All Company Webinar- monihly virtual session for all colleagues hosted by Executive Team members lon a roiatin8 ba515) Support Services Huddle - monihly vlrtual sesslon for all support seThices colleauues. hosred by Support Service5Senior leadershipTeam members) Regional Gamechanger ffleetin8s- monthly local meetln85 ofour employee forurn members (hosted by Mana8in8 Directors) Collea8ue Inclusion Networks- monthly meetin8s ol our IG8TQIA+. 8AME, Disability and Neurodiversily Women and Men's rnernber networks. National GameChan8er' meetings-quarterly meetings of our national employee forum members {hosied by Chief Executive Ollicer, Chief Operating Oflicer al￿ Director ol People). Comparby Road5how- annual in-person leadership evenl Mes5ase5 and content acr055 these channels include updaies, new5. stories and information on everythin8 ran8in8 from our stfateBiC portlolio of activity, our key performance Indicalors (finance, workforce. quality. 8rowth) to day-to￿aY activit¥, de¥elopmenls and achlevements across the charilv. All channels provide opportunity for two-way dialo8u¢. discu55ion and debaie wilh colleaeues, to ensure that we have a strong employee voice to supports senior leaders in their decision-making. 22

'GameChaTr8ers is the charity's employee forum, made up of arourod 60 colleagues from around the organisation who represent the ¥iews of their collea8ues on the issues that matter to them most. They play a key fole in supportin8 and athiisinB the Executive Team and Senior Leadership Tearn on variety of topics and projects. 2.4 Reference and Adminlstratlon Detalls Llte Presldent: Dr Oavid Robertson oard of Trustees: Elizabeth Raper- Chair liesigned 31 March 20241 Mandy Wearne - Interim Chair {appolnied l April 2024) '% Teresa Fenech Shaun Gallagher Simon Leafoyd (resl8ned 20 June 20241 Nigel Lemmon Arnonda de Ryk Keiih Rhodes Jay Muthu IresiÉned 9 June 2023) Wallace Dobbin Sue Tunmore Janet Ryan Jonathan Firth Akehurst (appointed 20 June 2024) Companysecretary. David Hedley Iresi8ned 31 March 2024) Patricio Doran (appointed 18 April 2024 Chlel Exe¢utlve Officer: James Kane Charlty and Company re8lstrJtlons: En8land and Wales.. Scotland, Company Re8lStrailon Number.. 519996 SC039671 0222S727 Re8lstered Offl¢e Addre55: Commurnily Inte8rated Care 2 Old Market Court Miners Way Widnes Cheshire WA8 7SP Prln¢lpal 8anker5: Lloyd$ 83r•k PIC 53 Kin8 Street Manchester M2 4LQ 23

AudIt0￿. MHA 2 London Wall Place London EC2Y SAU Solkltors: Wei8htmans LLP 100 Old Hall Street Liverpool L3 9QJ Internal Audltors: RSM ftlsk Assurance Services LLP Festival Wav Festival Park Sloke.on-Trent STI 588 Investrnefit Managers: Gizenove Capilal Mana8ement 2 London Wall Place London EC2Y SAU The Charity's principal obleci is tc promote. for the public benefit. the relief ol those in need because of youth, age,111-health, or disability ihrou8houl the Uniied KinBdom. Statement by the Truste•s In perfornianc• of thelr statutory dirtles In a¢cordanc• wlth $17211) of the Companles Act 2006 The Trustees consider. both individu411y and together, that they have acted in the way they consider, In 8ood faiih, would be mosi likely to promote the success of the Chaiily lor the benefii of Its members as a whale (havin8 due regard io the stakeholders and rnatters set out in $172111 la-fj of ihe Act) in the decisions iaken durln8 ihe year ended 31 Marih 2024. By relerence io the strate8ic plan and ihe work bèin8 undertaken to refresh thls wlth the Best Llle Posslble work referred to In ihi5 fepon.. The plan 15 designed to have a long-term beneficial impact on the Charity and to contribute to 115 success in delivering belter quality. more person-centred services for the people we 5￿pport. The seven Indicators of success are further supported by the statement on the Powerof Three a slrate8ic commitment that everyihin8 done is for ihe benelit ol collea8ues, people SUPPOfled and communities. ColleaBues are fundamenial to everythin8 the Charity does and to providin8 ihe besi qualilv care to Ihe peopleit supports. We •im lo be a responsible employerinour approach io the pav and benefits our colleaiue5 receive. The healih. ￿fetY and well*ein8 of our colleagues is ane of our primary consideraiions in the way we do business. This yeai, Ihe Charity has conlinually asked whai more could be done for collea8ues to help wilh challenges they have faced and has invested in both the tangible (our coronavirus pay responsel and the intangible (investment in wellbeing SUPPOrt and aciivitlesl. A5 a Charity reÉulated by the Care Quality Commission In England and the Cale Inspectorale in Scotland. there is a duty to provide care services ihal are safe. effecli¥e, carin& responsive and well-led. The Tr¢Jstees, In thèir decision makin8, always consider not" only re8ulatory commitments but also what more can be done lo improve the guality of services and lives of the people supported. The Charity aims to ict responsibly and fairly In dealln8 wilh suppliers by creating stiategic relaiionships and operalin8 faiw payment principle5. as well as open arld transparent co- opefaiion with regulators. all of whom are integral to the successful dellvery of the strategic plan. We value all our suppliers and have annual contracts and quarterly serrfice review meetin8$ With our key supplsers. 24

As Trustees are custodians of ,the Charity• the strate8ie pFan Is intended to secure a robust and sustainable Chaiity that will continue to be able to fulfil its purpose for many years to come. The Impa￿ upon decision making of ihi5 aim is clear deliveied throu8h 8oard and Sub- Committee structure. which has appropriate oversi8ht of the boih the investment and reseNes policies. It is the intention to behave responsibly and ensure that management operate ihe business in a responsible manner and wlth the hi6hest standards of business conduct and 8ood goverrbance by adopting a robusi risk manaeement process. settin8* and reviewinB 803rd risk appetite and irnplementin8 specifie measures lo ensure compliance. When aequiriTri Inspire. the Charily en¥i8ed wilh all stakeholders to ensure the service Iransfer was seamless. Stakeholders included the people supported and thelr families, employees. and commissiofters and the Charity will beneFii from the additional surplus thai the new services w511 eenerate. Streamllne Enevy and Carbon ReportlnE (SECft) Under Statutory Instf ument ISI 2018111551 and 1he Environmenial ReportinB GuldellNe5. Ihe Chaflty is required io report on greenhouse gas emissions and ener8y consumption. In dischar8iri8 duties under this and the GovernmeTrt's Energy Savlng Opportunity Scheme, Ihe Chafily en8a8ed t￿ernal expertise to revlew ¢he ponfolio of operatin8 Sltes, calculate energy usaBe and provide actlonable feedback on how to feduce the associated carbon footprinl. The Charity's energy and fuel usage were ulculated ai 6.7m kwh which equates to 1.325 tonnes ol C02 emitted or 2.468 kwh per person sltpported as at 31 March 2024 12023.. 2.834kWhl. The calculatlon rèfers to all energy u5a8e billed over the period with emtrapolations used for missin8 periods and seisonality calculations in respect of 8as usage. The Charily continues to look lof C05t eflective ways of reducln8 115 carbon footprini and is cornrnlited as part of The Best Llle Possible 5trate8Y to feduce carbon emissions. Durin8 ihe year, the Charity has: Implemented behaviour chan8e Inliiatives lor ernplcyees and people supported. Continuation of the Taking Charge Campaign. which offered free e-learnin8 and accessible toolkits to people who work in and access social care, lo enable them lo reduce ener8y usage and save on their ener8y bills. Installed smart meters and oiher energy rnonitoring tools. Committed Io u5in8 ener8y effitleni li8htbulbs, where applicable. Replaein8 healing systems with energy efficient, SE08UK A ratin& sysiems. 2.5 Statement of Tru5tees' Responslbllltles The Trusiees (who are also director5 of Commur•ity Integrated Care foi the purposes of company law) are responsible for preparinE the Trustee5' Report and the linanclal statements in accordance with applicable law and United Kingdom Accouritin8 Standard5 (United Kingdorn Generally Accepled Accountin8 Proclice). Company law requires the Trustees to prepare financial slalements for each financial year. 8ivin8 0 true and fair view of the state of affairs of the Charily and of ihe incoming resources and application of resources. includin8 the income and expenditure account, ol the Group over that period. In preparin8 these financial statements. th¢ Truslee5 are required to.. 25

selett suiiable accountin8 policies and then apply them consistently; • observe the methods and principle5 in the Charities SORP,. • make Judgments and estimates that are reasonable and prudent- state whether applicable UK Accountin8 Standards have been followed. subjeci to any maierial departures disclosed and explained in the financial statements; live due consideration to Charity Commission published Guidance and The Office of the Scottish Charity Re8ulator on the operation of the Public Benefit requirement,. and prepare the financial statements on the £oin8 concern basis unless it is inappropriale to presume Ihal the charitable calnpany wlll coniinue in buslDess. The Triistees are responsible for keepine proper accounting records that disclose with reasonable accuracy at any time the financial pcsilion of the Charity and enable them to ensure ihat the linancial statemenls comply with the Compan•es Act 21x16, the Chariiles and Trustee Investment (Scoiland) Act 2005 and the Charities Accounts (Scoilandl regulations 2006 las amended). They are also responsible for safe8uard•ni the asseis of the Charity and hence for takin8 reasonable steps for the prevention and detection of fraud and other irre8ularilies. The Trustees are responsible lor ihe maintenance and inte8rity of the corporate and financial information included on ihe Charity's website. Le8islation in the United Kingdom 8overnin8 the preparation and dissemination of finanelal slaiements May differ from le8lslation in other lurlsdiclions. Ststement as lo d5s¢losure ol Inlomiallon lo audltors In so far as iheTrustees are aware ai the time of approvlne ihe Trustees, Annual Report.. there Is no relevant informaiion, bein8 inforrnation needed by ihe audiior In connection with preparing ihe repcrt, of which the Group's iuditor is unaware,. and • the Trusiees. havin8 made enquiries of lellow difectors and the Group's auditor that they ou8ht to have individually taken. have each taken all step5 thai helshe is obliged to lake as a dlrectoi to make themselves aware of any rele¥ant audit information and to establish that the auditof is awafe ol ihat information. Audliors A resolutlon to reappoint MHA as audiiors will be proposed ai ihe 8oard meetlne to be held on 19 September 2024. The Annual Report of ihe Trustees of Cornmunily Inte8fated Care was approved bv the Board of Community Inie8rated Care andsigned on thelr behall bv: Mandy Wearne.. Chair of Trustees Date: 1919124 26

COMMUNITY INTEGRATED CARE YEAR ENDED 31 MARCH 2024 INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF COMMUNITY INTEGRATED CARE Oplnlon We have audited fInar￿￿•1 siaiements ol Comm￿lLY Inlegmled Carn (the 'parenl ¢hafitsble company. and ils subsidiaries (the 'group'l for th8 year ended 31 March 2024 which comprisé thè Consolidated Sl8lemont of Fin8nc481 Aclivilies, tho Slalom8nt ol Financial Aclivilies. tho Cot)solidotsd and Charity Statement of Fin8nci81 P05itiorn. the Consolidated Slalernenl of Cash Flows and noles to the financial stalements. including a summary of sipnificant acc>unlirig wlicies. The fir￿n¢la1 reportirvJ framework Ihat has been applied in their preparation is applicable énd Uniled Kingdom Accounting Standards. including Finanaal Reporting Standard 102 Thé Financi81 Reporting St8nd8rd 8pplicbble in Iha UK and R•publK of Irel8nd (United Kingdom GÈner8lly Aecepled Acc4unting PfaCtiC4). In our opinion the financial slatements.. give 8 true and falf view of the slate ol tho group's and parenl charitable company's affairs as al 31 March 2024. and ol ils incomirYJ resources 8Th1 application of résoufces, irtfuding ils income and expendilure, lor the ye8r then ended.. have been pffjperly p￿Pared in a¢cordance wilh United Kingdom Generally Accepted A¢couTrling Prnclic8." 84nd hav8 prepared in accordance wilh the requirements ol the Comp8rni8s A¢1 2008 and Ihe Charities Truslee Investment (Swuandl Act 2005 and ffjgulalions 6 and 8 01 Ihe Charities Account$ (ScotlarKI) Regulalions 2006. Basls for oplnlon We conductèd our •udil In 8ecordane with International Sl8r#lards on Auditing (UK) {ISAs IUK>) af applicable law. Our responsibilities under Ihose standards 8fe lurthef describ8d in the Auditor's Responsibilities lor the audit of th• financlal slaleffnls seelion ol réport. We are independent of Ihe group and parenl charitable company in accordance with the elhi&i1 requirements Ihal are relevant to Ouf 8udil of the financi81 slalefflents in the UK, including the FRC'S Ethic81 Standard. and we have luifilkd Our Othèr ethical responsibililies in 8e£¢rdance with Ihesa requirements. We believe tho1 tho audit evidence we hgve oblained is Sufficient and appiopriale lo provKle a basis for our opinion. Conclusion$ r•lollng to golng con¢•rn In aLNliliffj ihe financial slalemenls, we have concluded thai the Trustees, use ol the going concern basis of accouniing in Ihe preparation ol Ihe fingnciel $18lemenls is apwopriale. Our evalualion of the Tfuslees, assessment of the entily's ability lo continue Io 8dopl the going concern basis ol accounting included crilical rovi8ws of budgets and forecasts provided. Based on the work wè have performed. we have not idenlified any m8leri81 un¢ert8inties relalino lo evenl$ or conditions Ihal, indi¥Klually or colleclivelyi may cast signrftanl thiubl on the charitable company's ability to conlinu8 as a goirrfJ conofn lor a Period of al1oa$l Iwelve months Ifom when the Iinaftcial slalemenls are auv￿rised lor issue. Our responsibilities and Ihe fespongibilillos ol the Trustees wilh fespect lo going eancem are described in the relevanl Se￿10n5 ol this report. Olh•r Infarm•llon The Trustees are responsible for Ihe other informalion. Thè other iftlormalion comprisos Ihe inlorm8tKn included in the annual ￿pOrt. other than Ihe fin8rttal s181emenls and our audilor's report Ihereon. Our oixrnion on the financbal siatements does nol cover Ihe other in(omation and. except lo the exlent olherwise •xpliCilly Stated in our report, we do not oxpffjss any fomi ol assurance conclusrfJn Ihereon.

COMMUNITY INTEGRATED CARE YEAR ENDED 31 MARCH 2024 INDEPENDENT AUDrroR'S REPOR T TO THE MEMBERS OF COMMUNITY INTEGRATED CARE (CONTINUED) In eoftneclion with our audit ol the financial statements. our res￿nSibl1fy is to read Ihe olher inloirnation and. in doing so, consider whether the other informalion is materially incx)nsiSlenl with Ihe Irnancial slotements or our knowledge oblained in t￿ audil or otherwise appears to be malefiglly misslated. 11 we identify such maleriol in¢onsiStencies or apparent material misstatements. we ar8 faquiied lo doiemiine whether there is a malerial misstatement in the financ&al slat8mènts or 8 material misstalemenl olthe olhef infornalion. If, based on the work we have performed. we ulnclude that there is a material misstatemenl of Ihis other inlormation, are required to report that facL We have nolhlng lo rnport in Ihis regard. Oplnlons on oth•r matters pr¢xrib•d by lh¢ Companlea Aet 2006 In our opinion. based on the work undertaken in the course of aLrflil: the Inlormalion givén in the Tr￿le¢s. rep¢)rt lincorporalino Ihe DirectQfS' refv)rt and the Strntegic feport prepared for the purposes ol company law) lor the financi81 year for which ihe financial statemen& are prepared is consistent with the linancial slalefflenls; and the Straleoic report and Trustees. report lincorpofalin9 the Oireclors. report) has been propared in 8ccaftlance wilh applicable legal requifements. Mattern on whleh w #rn r•gulr¢d to f•PQrt by •xc•ptlon In the liohl ol our knowledge and undersl8nding of the group and parènl ehafi18ble Company and ils environment obtained in th8 coursa of th• audiL we ￿ve nol idenlif*d molefial miss18tements in Ihe Dire¢tors' ￿PoIL Wo h8ve nothing to report In respèei ol Ihe lollowing matters in relation to whlch the Companies Act 2006 or thè Ch8r1118s Accounls IS¢oilondl Regulations 2006 requiros U5 lo report lo you rf, in our opinion.. adequate a￿aUntIng records have nol be8n kept by par8nl charitable company. or rnturns adequate for our audil have not been receprfed fiom branches not visited by us; or the paranl charitable company's lin8ncial staiemants ar• not in agroemenl with. tho'accounllng ree£>rds and relums.. or certain d6ctosures ol Dire¢lois' remuneration specified by18W are not made: or we have rnt received all infomiation and explanatio￿ we require lor our a￿111. or . R•8ponslblllll•• Ol TfUSt••# As explained more fully in the Truslees, fespornsibilities slalemenl includéd in the Trustees. Annual Report. the Truslees (who aie also the Direclors of Ihe chari18ble company lor the purposes of company law) are responsible lor the Pfeparatitin of tho financial staternenls and for bèing salisfied th81 they give & true and f8ir view, and lor such internal conlfol as Ihe Truslees dèt8rrnin8 1$ necessary t<y en8ble the Pf0￿(&t1on of financial slalemenls Ihal a￿ Iree Irom m818ri81 misslalemenl, whether due lo fraud or error. In preparino the finanual siatemenls. the Trustees are iesponsible for assessing the group's and parent chèritable company's ability lo continue as 8 going concern, diKIosin9. as appl¢c8bl8. matteryJ felaled lo going concern 8nd using the going concem basisofaccournllno unless Ihe Trustees eilherintend to Ihiuidale the group or the parenl charilable company or lo cease opefauons. or have rn realislic alternative bul to do so. 28

COMMUNITY INTEGRATED CARE YEAR ENDED 31 MARCH 2024 INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF COMMUNITY INTEGRATED CARE (CONTIMUED) Audltor's respon8lblllllos for th• audll ol the flnan¢l•l ststemenls We have been aP￿in{ed 8$ audilof tsnder SerA1(￿ 44{1)(¢) ol the Charities and Tfuslee Investment (Scotlandl Aet 2005 and under the Comp8ni•s Act 2006 and report in &e£ord8tiee with regulations mode urKler Ihos8 Acts. Ouf'objeclives ore to obtain re8son8ble assurance about whethef the financial statements as a wlK)le are free from rnalerial missialemenl. wh6i￿r due lo Ifaud or effor, and lo issue an auditor's report thot indudés Ouf opinion. Reasonable 8ssuranc ig 8 hvah levo1018ssur8nce. but is not a guarantee that an audit conducted in ac£ordance with ISAS IUKI will 81w8ys delect a material misslalpmenl when il exisls. Misslatemeftts can arise Ifom fraud or error 8nd ore conside￿d material il, IThlivid￿a1IY or in Ihe aggregatè. they could 18asonably be expocled to inlluence Ihe economic deCiS￿n5 ol usets taken on the basis ol th￿0 linancial statéments. lffegularities. including fraud, are instanc4s ol non-￿MPlisftee with 18ws and reoul81ions. We design procedures in line with Ouf responsibilities. outlined alx>¥e, io deleci material misstolements in respect of irregularities, including lrnud. The sp￿111¢ procedufes fof this eroaoe(nent and the extent to wh￿h these are capable of delecling irregulafitses. including liaL¢d is detailed below: Obl8ining an undefslarKling of thè 180818nd regulatory frameworks Ihal the enlily opef8tes in, I(KUging on those laws al￿ regulations Ihal had a direcl effeel on the financi81 $18temenls: Erquiry ol m8nageffleftt 8f¥J Ihose charged with govefnance lo identify any instances of known or suspecied irtstances ol frol￿.. Ewuiry ol m8na98ment and those chaoed wilh governanc• around gclual and polenliil lili941ion and claims- Enquiry of maftagemenl and Ihose charged with govemance to idenlily any inslanc•$ of rK)n. eompliaftce with laws ond regulalions.. Reviewing the desion and implemenlalion of e4ntrol syslems in place.. Testing the operÈlional effectivènass ol the conlrols: Performing audit work over the risk of management overrKle of cortrob. includino tesling ol iouma eftlries 8nd other 8dju$lmenls lor approprialeness: Evaluating ihe business ralionale ol significanl Ifansaclions Oulside the norrnal c4Jurse of business,. Reviewing accounlino estimates loi biag: RevIewir￿ minules of meeling$ ol those charged wilh go¥ernance; R8viewir¥J financial s18temeftl disclosures and l•sling lo supportinp documènlallon to assess compliano wilh applic8bl81ows and regulatiorts. Because ol the inh8rant limitalions of an audit. there is o risk Ihal we will nol dotecl 811 irregulafiti8s. including Ihose leadino Io 8 malerial misslalement in thè finan&81 $18temenis ar non-compliancé with regul8lion. This risk increases the more Ihal cofftplianc8 wilh a law or r8gulal)n is removed Irom the events gnd Iransactions fellected in rinancial statements, 8s we will be less likely lo become aware of inSlan￿5 0( non-cornpliance. The risk 6 also grealer regarding irfegularities occurring due lo fraud rather lh￿ error. as fraud involves intenlv)nal conr£alMent. forgeiy. collusion. ornission or misr8presentaliOn. A furtherdescription of our responsibililies for the autht of the fiftancial s18tements is located on the Financial Reporting Cauncil's websiie 81.. https:Ilwww.Irc.oro.uklOur-WorklAudiVAudil-and-assurancelSl8fKlards- and-gL•idincelSlandartls-arnJ4uidanGe-for-audiloislAudilors.responsibilities-(or-8udiilDescript1tsnof. audiiors-r8sponsibilities-for-audil.aspx. Thi$ des¢ripiion lorms part ol our audilor's re￿(L Use of this report Thi8 ¢eport is made solely to Ihe charitable company's member& as a body. in accordance wilh Chapter 3 of Part 16 of the Companies Act 2006 and to the Charilable company's Tr￿lee$. as a body. in accordance with Regulalion 10 01 Ihe Charilios Accounts (Scolland) Regulalions 2006. Our audil work has b8en undertaken so Ihat we rn¢ghl stale lo thè charitable company's Members t￿$0 matters we are required lo slate to Ihem in an 8uditor's rnport aThJ lor no other purpose, To the (ullesl exienl permitted by law, we do

COMMUNITY INTEGRATED CARE YEAR ENDED 31 MARCH 2024 INDEPENDENT AVDITOR'S REPOR T TO THE MEMBÉRS OF COMMUNITY INTEGRATED CARE (CONTINUED) not a¢ceO or assume responsibilily to anyone other th•n the ¢h8fit8ble company and Ihe ¢harilabl• company's membeis as a boty. lof our audii work, loi this report, or lor thè opinions we have fomied. Stuart McKay Bsc FCA DChA (Senior Statutory Audiloi} For and on behalf of MH& Statutory Auditor London, United KiffJdom Date: 30.10.2024 MHA Is the Irading nam• ol M•clnlyre Hudson LLP. a Ilmiied liabllily partnership in England and Walas Ifegistefed number OC312313)

Community Inlegraled Care Consolldated Slatement of Flnanclal Act5vities (Incorporatlng an Income and Expondlture Account ) for the yeor ended 31 March 2024 Unrestrlcted funds 2024 £'ooo Restrkted lunds 2024 TOTAL 2024 £'ooo TOTAL . 2023 Nole Income Income ffom charitable oclivilies Other income Investment income Donation on merger 171.320 712 1.113 2,416 550 171.870 712 147,509 680 162 26 14 2.430 Total Income 175,561 564 176.125 148,351 Expendlture Choriloble aclivilies 172.450 398 172,848 149,494 Tolal expendlture 172.450 398 172,848 149,494 Nel Income l (expendllure) belore Inv•slmenl gains 166 3,277 11 1431 Net ooins on inveslmenls Net Income l {expendllvre} 313 313 3,424 166 3,590 (1,143) Transfer b•lwe•n lunds 132 11321 Nét movemenl In funds 3,556 34 3,590 (1,143) Reconclllallon ol fvnds: Total Ivnd bolonces 01 l April 31,419 3.359 34,778 35,921 Total lund balances 0131 March 34.975 3,393 38,368 34,778 The stolemenl of linonciol activities includes oll goins and losses recognised in the year. Income ond expenditvfe is derived from both continuing ond disconlinued opeiotions. 31

Communlty Integrated Care statement of Financlal Actlvlties (IncorpoTatlng an Income and Expenditvre Account ) for the yeor ended 31 Morch 2024 Unrestrlcted funds 2024 £'ooo Re$trlcted funds 2024 £'ooo TOTAL 2024 £'ooo TOTAL 2023 £'ooo Nolé Income - Charlty only Income from choritoble activities Olher income Inveslmenl income Donation on merger 165,760 206 1,104 2,416 287 166,047 206 1,104 2.430 147,143 455 160 26 Totol In¢ome 169,486 301 169.787 147,758 Expendllure Choritoble octivilies 166.451 35 166,486 148,857 Total expendllure 166.451 35 166,486 148.857 Nel Income l (expendlture) belore Investment goins 3,035 266 3,301 11,0991 Net gains on investments Net Income l (•xpendltui•) 306 306 3,341 266 3,607 (1.099) Transler behveen lunds 158 11581 Nel movemenl In funds 3,49? 3.607 (1,099) Reconclllallon ol Ivnds.. Totol fvnd balances al l April 30,496 3,313 33,809 34.908 Total fund balances at 31 March 33,995 3,421 37.416 33,809 The slalemenl ol finonciol octivilies includes oll goins ond losses recognised in the year. Income and expendilure 15 derived from both continuing and discontinued operolion5. 32

Comrnunlty Inlegioled Care Slalèmenl ol Flnanclol Poslllon (Cfflsolldalod and C￿rffy) a5 0131 Moich 21Y24 Compony No. 2225727 Group Charfty N•1• 2024 2023 2024 £'wo £'oJo Hx•d thJ•ts longble ossels Inlongble ossels Inveslrnenls 17.Y13 1.124 7.104 25521 14,691 1573 107 15,923 13.356 1,srJ io 6.990 24,037 16J71 14,929 CvTh•nl 4$9•ts Slock Debl¢YS vecoveroble wiltin one yeor Inveslmenls Cosli ol bonk or¥J in ho￿1 13 12 18.S70 14.272 4,390 37.233 IS.067 18.485 14.272 4.167 36.924 IS,C09 20. 9,425 9.$97 44.694 Dcblors fecoveioble ollef one ye .374 177 Uabllltt•i Cieth'lor5'. Ajnovnls lollirYJ dve wilhin one yeor N•1 cwrnnl ais•ts 14 rè.320 21.443 22.244 21.367 14.913 23,251 15.054 23.312 lolal aM•ts leis cuff•nt 110￿1[1•$ 40.434 39.6YI 39.(IP I 38.241 Ciedilois.. hrnounls lol&ng due allei mofe11)on one yeor Pio¥l￿On5 I"atx"lfres 15 391 2Jl? 1,9fXI 16 1,516 2.S32 IA16 2.&32 N•1 ￿1•& •xcludfng p•n￿o￿lIa￿lI1￿Y 38.527 34.778 37.575 Delicil luiiding penS￿n hots'lily 20 159 Tolal n•t osi•li 38.318 34.778 37.411 33,WP R•wrv•s Unie51ricled ILV)ds Reslncled Ivi%h 34.975 3.393 31.419 3.359 33,¢P94 3,421 30.496 3,313 Tolol lurKIs 3•.310 34.778 37.414 T1￿ Ill￿￿01 slolemeiits were opFrfoved and aul1￿lIsed l(Y is5￿ by11)e boord ol Iiu51ees on . Il*ir beholl by: ,.1919124..... .. ond on M. W•arrn (Cholrl K...RIK•d•s (Chth ot Audll & Msk Commllo•)

Community Integraled Care Consolldated Statement ol Cash Flows for Ihe yeoi ended 31 March 2024 2024 2023 £'oco Operating octivilies.. Nel lexpendilvrel / income before other recognised goins &10sses Depreciolion Amortisotion Goin on inveslmenls Gifted ossels Loan interest poid 8ank inleresl received Dividends Irom inveslmenls (Decreosel in debtors Inciease in creditors Decreose in provision5 low liobililies Profil on sale ol langible lixed ossels Nel cash (oulllow) from opeiallng acllvltlel 3.590 1.650 449 171 12.4461 34 18241 15921 13,5081 1,154 18631 161 {1,369) 1.751 449 14 107 11601 11.4141 767 13,5551 12811 13.4641 Invesllng a¢llvSlles.' Pcymenls lo oequire longible fixed ossels Receipt5 from soles of longible lixed ossels Reinvesled relvrns on inveslmenls Bonk inlerest received Dividends from investments Nel cash (oufflow) from Invesllng acllvllle$ 11,8661 72 11.2241 824 592 {1.602) 565 120,0381 121.4441 Flnanclng actlvSlle5'. Repoymenl ol boriowing Loon inleresl poid Net cash (oulllow) Irom flnanclng acllvlll•s 12,192) 134 (2,226) 13221 1107 14291 Cash (oufflow) In year (5.197) 125.3371 C05h al bank and in hond ol the beginning ol the reporting period 9.587 34.924 Cash ol bonk ond in hand ol Ihe end ol the reporting period 4.390 9,587

Communlty Inl•groled Cole Nolei lo th• thanclol stolemènts 1¢4 th• y•u enOedJl Mtyeh l. Aecoynllng pdkl c￿￿￿￿1￿1￿901•¢l Cty• b o ¢htyllot4e ¢￿Y1￿lIed by ojo1￿10•. knco¥pryol•d h oldwolei ￿1. Ih• Th¢ ￿lleP01 tt¢Mlng O¢s u• wrrthaT4edbalow. Ih• Kc4tlei howe bben wjlknd IhiWJh￿$ h•Y•ry <md he preceding year.. (•) or￿ep￿0 The fo￿nCh￿ slolerrwlsho¥e bew pi•w•d rl oecodonce wth FRSIIy2 FI1￿ck￿l Skndord aPF4rot4e •1 Me Unigtsy K•)oolcTh. h• Corrponks Ael xfA+d the 5tOlerrnlt)l Reccffiffthded Procl￿e"Acc1￿NlngtsVchQ￿I0S-Iknv XJRn wed li O¢lebei )JIPuAd81 hehhltyk cos1 C￿¥¢ThI￿￿. rhe ChL¥ity hos ¢woled i1s•11 olPoiokY¢¥kn 4111 ol Schedule l ol SI0￿1¢¥Y irnlrunwnl XXO NO. 410¢￿d<￿I0pItd Ihe Cfxnponlfri Acl IrAhM>ts IDrenecl Ihe spcdnoftJre al the Churty's+xlrvil&ys. Ihe ¢hority hoi i(en Od¥￿100¢ ol hewdvcocl (dowre 1.1 ¥Olof FA5 ltyl. n)oonryi d doèsnotneed lo Pl￿aUCe cosh lsow ilol+Yrthl. AIIL¥ motng enquvs ondhovng ivvewesy IhoChL7ity's l¢yeernls andsy¢ie¢fths loSeplenw I￿5. tthgffiloocc(ymlpo%iblt ehojwes ￿ frorfng poil￿r￿)￿e. Iht IruJleeiho¥e urefJscmi4• eiw¢lolth Ihol kn• Choiity hos oy¢quol¢ it￿￿[Cel lo C￿lmu• h cperoirffjd exiiert¢¢ lor ffte I¢Feieeobl¢ fil￿1￿. Thui. T¢uile•s hove o)lee h lrtyled lo 15po¢ merrt>er ol th¢Choiity. L￿r¢S￿¢t•￿ fvnLli (v• ovuPoLle IOT tsi th• 4cler￿ ol th• INsl••s, h hNthwon¢• c4 obpcfN•i ot th• Charty￿%￿￿￿h ho¥•nol b•en tJffigfjol•d ILY oth•1 wptyei. D05GVboled Wi oi• bortslone(I btyn genwd unrtJtrtt•d Ivnd$ lty SP•¢￿ puws. bosod ￿ o¥olotie Ctyl n1ryl￿1￿. Ih•w ryrKmlsty• hote¢ tnvoly. l•ifv¢ied kndi ale fvD(S1 whih O(• IObet+iedh o¢¢￿￿jnCO￿19h W¢if¢ reiblti)i irposdby di￿%.￿r whth hov• been toé•dt¢y the Choi lei poilrLlor pv1p￿I, fvndi<xi¥iohth riogl•LI h¢ IholreigJte¢s geneioledwrJd be lor ipecifr wp)W5. The c051J olio¢ng ond chorged oggnil the w¢¢t ￿nd. IheO¢n+￿0 vse 01 èoch 4 1•1 ewl n the holes lo Ih¥ s1ole￿￿1￿. I W£￿¥19 r•iLxJicmoi• thtrsOFAwh￿ lh• Chtyity h legolly enfiM•d lo the hcLYrn.hon Ihe o￿nI¢S)1 b• wi re¢￿￿￿e0ccur￿¢V ¢dwhefi Ihe omrthi •￿'erY lo be re¢N•d. Incrme fvrmchotdoble￿Ilylfel hchxlei oo hol dieclly wppryls ht ChryiVspiinorypJipoJE. Ihi5 $laigety r￿l£se￿)01. twl 6rtts1 liniled lo. onli icei¥oble fvcyn iocd Go¥•inM￿l bod1 and he Nolxal Medh 0% we# ospiMoi¢ly ￿￿￿•￿¢01¢, Iht onolysi ol hcfft choihoble oclivilS Inole 21 ts ¢eporled by geogEwhKol reg￿ Icrf ndependenl Ivw $8ryk•swdh CILlw pèo¢4e iwv¢es IEo¢Thiiepl fjovtin￿nl Cc¥rrb¢JVitys J¢è Rtlenl¢n Sch¢r¢ ityne beThJ repc4iedry$ 58woldy. 16vonts. Ltffjolry￿. ienlol nc¢yne onrj c￿￿¢￿￿11￿ ptyrnenli le￿¢￿5, enti1•n￿l is ol Choiitybengnoifd ol gn bwdngd•frbJl¢n ty thele9ucytsti79i•C•i¥•d.

ommvnlty Inl•graled Com Notes lo lh• thanclal •lahm•n Ihe Ye￿ WKlod JI MoKh 04oondifrJr• lor oe¢rkK)15 Ix¥Jb hoi be•nclolif￿d Ihol aggr•yl•gll cost& rodol8d to colaGW. 0rfkn ol fiMIov•. Gov•M￿¢? ¢rnts hcuw•d h ¢efirdc1W￿ gdmhhlrolèn Ch¢Jrhy{￿d compliJnE• wih cordri￿l￿>￿l ond Slo￿1￿¥￿9￿0•ft￿￿II. A Ibblbtyb rncowie¢J wl%en Ihe Chorfty b l•goWcvnffllll•d ol h• the¢1 dale ol o re￿1 01¢ post •v•nt. Goodwiioiirw ocqvbllvJ)ol o lJJsh•s% ts h• dIlern￿e beh4eèn h• loi volL* of tho ¢￿s￿l￿oI￿￿ pokl ond lh• loir ¥olw ol fv oiiall (md l¥>blils octyh•d. 4copilolhed on(1 omort•d Its￿9￿ lh• SQFA lh• InMl••J' •slknglv ol Its Ide 3 yaon. O) lonoit4• 0sw15 and cl8w•ckJlhJn Copllalholrys.. To￿1￿18 nxgd coslr&mtst• •l¢XI ti.r)X)ty• capil014¢d oro hcljdecl ol Cost ol¢vvJ wah ory h¢iyenltsl •&o•ra•5 ¢4 ocquhllkn. lafvaltle fLxed m•￿￿•￿ ol hhlorf

•ctsd •conLYnk oi lolc￿￿. Frthdd Ixjldrys. SO y•ofs l¢y%l or Iwldhgs. ovoi l•ow l•m P&¥Krf•sond fillhos. S yaoTr oi ID y•ori Molor v•h¢lm. ctynpvtsr •wlMn•nl. 3-10 11 sbwif¢oThl 01 on Ilemot pnp•ty. plonl •qvfv¥rn6nl hove dllleranl uwKI114•s. I￿V occ(xJnl8d IthT os wiarote Merns Imoi)i Compor￿n1>Y olpfc¢wty. plonl ONJ •wi)men1￿¢ oi• d¢preC￿ted os Otty)￿. li un(Iw ¢wil¢uclon ai8nol dw•¢k)l•d vntl c¢xnplel¢•i ol he trwld. Imporrrbgn15 rn >•ptyol•ly I￿￿ clwrg•d lo I￿ ￿r￿$S ol h• C￿14￿ Il cotiynp tynoJnl ts y•o14Y the recov•10￿¢¥rw11. Q) Oonoied Aswls dor¢led to fft• gtcJp or• i•ccgnknd ot Ihe lol al h• <101• ltsy ¢y•gilled. Ytsr• omeh ole dornl•d tr<)mtyb)h•r¢horfloN• •nly. th• lo vcJlv8 al anydfmted o%%els foblilN?1 Is iecogiised CA)r￿lI)n$ wflhh fv SOFA. Ot) Op•futhg l•os•s f¢•nlolsoppltoty• lo cparolhg leoith <hotgad tr) ffie SOIA ov•r p•knJ h hkh Iho h h¢uv•d. y)i•os•d oiwli. L•bsor oiiels 01¢￿0d lo o Ihidporlyortd 9￿+ fvdhlsopwèxwnothg k) Irrtnco1•01•51. th• oisels are Ireote¢l os I I￿Yhad twn Irghl. leas￿ ar8 lrnoled oioparal¥wJ leos8s. Ihe onru￿1 rwlols cxa <18daod lo IM SQFAW o It￿babl Ih? t#)￿ ovw Ihè lami ol the l•ose. wNh tha laoied ouel occowted lu n a£corESmCe wlh loi lonoirk r¥od om•ts. (rnl Cothol h h¢Jnd Cosh at trfjnk <¥J li hon(1 b ¢10151￿0$ o bost frnnc)I nifvumenlond i& m•oymed ol loce W￿￿. (n) con1￿1￿0$ ffto Cornporfs pryltr•olhg wnphJy••i ore eltsimwnlxsol I￿ fyow)'s d•fn•d Khema Ofmr4ntwJ ol ol Iho d8fn•d b8￿rrf sch•m•s. defnetl terefm icheme5 the 0mcwnlsc1￿rQeO n ra￿￿¢0$0￿nd4CI ora currenl costs or4J w•)$ Y￿10￿S on 18lll8menls <Thl cvrtolmenls. Try ore nclL•daclos pcotofslollc0515. Poll seNke cos15. lo ￿eXIs￿l thol heyhovenoi pr•vouslyb8en ￿Cogn￿e￿ a￿ iecooiNJed inmodijldy h ho SOFA V y)￿rI1$ hjve vesled. It Ihe b￿rI15 v051ed mme<1￿14Y. cosls ovei Ihe pwod unll ve51 occ￿. fv knlwwl cost or*1 the eNp8cl•dfelwi MOS￿1$ shcthn 05 o nel ￿￿jnI wlhn fl￿0 cthts vknth rKbJd•d n iewces •y#led.

C<4Trmunlty Inhwal•d Cw• Nolth lo Ihe ffnoThcld •totem•nts ffit)¢•> tndeo Ji A￿[Ch ?m4 OelW btfir ILDded. wfth th¢th￿l01 ihw •1 Ih¢ c￿￿. h s¢wote irwitre.o&rfth&ieiea rtos.Pen)n oi•rneowr¢d oi vthjeorta Iwlllej ortmeowied ws ￿ orlyryty )o¥ls Ushg th¢pJfl¢¢ied t￿J rneinDd ¢Jno ¢JaeWtyte¢i o loi M¢Jv¢J¢rJ 10 lh• eurt￿l i•1• ol tel￿nOn a tdgh.qLdllYc¢xpoiole bor4 •1 etyk¢ieni eifyrtfiey ona itrrn lo ihc ictsffl• Ibb9ns.fr acluyeed g t•knd IChyn• ol 11 bokir<e sherr 0ole.lej￿Th #Or+nTr￿ tye I¢￿VrI[1d to lh• •xi¢nl I￿$ Ih•GIow hQS •legoly ¥Ye¢n £￿i￿rfo￿l$)￿ pO￿trI• Inlh¢ cMI￿tI￿1 0¢I￿ny pohJQfe oiefllioee¢wiiweptrmtnl& knlhe 04tW¢ Sheei. ThF￿Yet1 over Ihe ogt ¢Jl 18.Dvoto o chor•Je htow. lioffl Moy?0131he Charflylamchcd go¥erMient ￿ aviO.eN<meni PMgiCmffe iwlltrO lrt on dlqblo •ppl¢Jyprs bdng vjom•rkDnY￿rolI¢lI lThihe idvonl peftyon 5¢hcm•. ol Khern¢$4e tepa￿le￿ fr¢y ItKS¢ ol ihecN>dlV, p•>Yn•h15 Q1• 10 Ihe SOFA. (g) lry h¥￿M￿•S InvuirneDtiln 5vbYdtyivie iioi•d #i Q•#.IAv•srmÈNi hew 0$ W obwis gieWlallyitOOflMd 01 trorétstlk)11 ¥Qlve 4￿0 kknieq￿h11v rneovjta ¢)1 lob oi Iht )oi•nc• a•ie fffi¢Y me goln ty lois Iok¢Th lo 5101￿eThI 01 lIn¢￿￿1 Acll¥alei.11 IJ Ine Crfotp's polty 10 leep tyi kn¥wlmenisvp ioilole. wrn Ihol In¥eslm¢ntsor• It¢ie li r￿•01Th or 0rfOrJ rdoiirrfJ i•pity n&vi.Cosh In •rt. i•) ￿￿?¢￿•}111￿ occowtln9 p¢•cleson¢ •s1th￿l10￿ ol wKertolr4v In w¢ptsilfvJ Ihes• flnorfbi 10t•m￿S Ih•4rvrloiihty4¢ mooe fvJUgem¢niih¢it••pioprfol•. K•v swc•• ol wcetlOknlylnc￿'.1 sch•meslsln¢orpDitsl•¢ * lh¢ Ib)tyKknf #Wefflrfiln qecoi¢Jorfe FRS ILY2.In OPP¢trthg FIE5 107. 00¥• [ token ￿￿lependen1 qwlllte aclvorfe1.th IM e•hi¢At. ¥gniikw41 Wqgrnfmi is•etdseo ITh •1 ow•. iwail•s OIKI Inltsllon. ffttylolnv ior on• ihe seirc11￿•t iol•i. csYlcgllmolleo1¢1- trlhti it0￿$t￿tel¢ll h1O￿￿51r￿. lsooorollng ¢•91￿ Qr Iinonct ie4ie5. Ihese ¢JetY$1￿$￿epeTO on onoMe$￿•T￿l 91 llvei.whei• wt•ortOie.r￿ O¢WOl I￿e> th In¢ asli ono (¢skYv¢y i(¥+es oje asses￿ onnuu#y ond rnuyytyv ¥eprdhg ol foclui. petltymar¢e otihe o%1. ) Nn•rrtJl Insifym•ntb IniiThJmenls ol Qovp tye meawre4 •1 ¢Thonis¢o o¢sl.Fhoncloi 011ts1s comprfieeoth. IiootdebithTi af iecogrtlieo WIh•nC￿fftl￿lv Inleoioi•d Core r>ecomn o poil¥lo Ihe crnlivelwi pi4¥1gfis•r ihe IN￿￿￿eThI. Al itr•ncl•i osSeiian¢J Ik)trMIkni Qf• hllhjuy meoyfied ol lionso¢lbn p+l¢t 0￿1￿>1119 1(tsnioeiirkn cos1Jl.Comrwnny INeqioied Cole Ofilyms I1￿￿¢101 Ol>ofi¢ tknonc￿I l￿bIllI￿% OJ o Inot qW>YlyOI knfLthehlS. nrfr¢lol hllThm(tNi4yelrtlOaly iec4Wieo 01119n￿clkv￿￿￿eQnO rTh¢o￿l(l frod¢ glhy dttrftys or¢ ai TM setilem￿l oft¢1 ¢hy Iroue oller¢d.Pie9Q￿r￿1￿ vtyy¢¢i 01 net ol ￿1(0￿¢ #lKourls¢Jve. le￿•$ •rr•vlJrnr&e re¢ogrfe¢ h•¢ C(tsTrmw4lylnlwoltd Core h)y o gresenl p)V401￿ni•VJ1Ikn9 Irom y poll ev•nl I￿•1 wtl P¢¢OOtyY t￿1 h lh¢ ol io O INrd pcwlyond omourtl dve to seiiie 0b11otri￿ con DeMeo￿ty •blknvlc(I ieVobty.Ciedtie¢s oryl pio¥WOTh• or th• s•tllem•nl Qft• loi ony iioé• Otscwnii•W. sioct 1sclvoeVE bten i•SiO¥cU.

Comnv4rt1ty Inl•gval•d Cw• 14olu to lh Inanclal shlem•nb ¢fyie(131 14101ch21P4 ASrtol¢4 2W43 tYJg0 1rn1epe￿¢rf Ifo C•ie 14>.199 141.( Cwple¥C• ?• IFI. 146.M4 IéS.14Q ¢ont$0￿ to Iho otlh¢ year￿¥. X+14 O¢lMIs 319 GKAIP ¢X4•MI•A•I luppty•¢••h 1?1781 ?&eis •4J ?) ?4 C￿91•#cO1 11?.8 203J T•llll Ir4eper¥J¢ni IF4V I114￿) i.•ss ?4.?14 ?.4d? Dtheiijrycv ¢ty￿p￿iC• I ii.c 25. rity•¢i¢• IKpp•rt¢• X14 Ttslol ¢0 IMePe￿¢nf ERlfQ Cole OunnbtyC¢ye ?.é 40 ?4 156 166.491 C•¥•l¢harfbW• 1.140 ?.4? i.oij Otyntmbryco Ctynpl¢KCore 25 116.793

C•rnmunlty ITrhgr¢tsd Car• S OIWpF￿?¢Wtt Lrfd é4 Ctye th￿1 J? 18 I.PPS 493 10.948 ?.?iJ 4.6>3 ?1.58s C>i¥4¢iCty• 32 i) ?s 14? ioi?s ?.P16 ?4.?74 OIAonY ()ryntknyC+ Ji is 1493 .673 IQ195 ?iJJi I•¢KM•i l•¢h•V C•w•AC J? 81 fAilQ C¢ye Oq)qthoeni Ihkng 125 •.?$1 ?4.oi J oup eMAII ol(¥)¥•nv￿• ¢ty¥ Avth lo 18 •7 lty 5•rt•s i? OIAIIIY Cywothgl•JJorenl4J l & maehhery l J41 1412 Ji 931 Dwecb IAn 49 ?s 0191 19 761

Cornmunlly Inl•grahd Car• Notes to the Ilnonclal Jtateffnts lty yeor eThJed 31 Mo(ch2024 7 1loff ¢￿ts Gltoup CNAI 21n4 2023 2￿) w¢￿50Th￿ solories k£kA secwiry cosls Otrer perThbn cos15. eortrlbvliors lo d8lired cmtsll￿l1Qn5chen￿s . defired berelbl pernbn scheme 124.012 10.927 2577 I￿.9)4 9.716 2.274 123,719 10,905 ?.567 ICts.161 9ts85 2.264 lJih46 118.494 137J21 T￿1￿3￿¥8$ stown atL)V8 feF¥wnloY slall costs ltr Gioup oTrJ Conymjny Ir¢lLxltro opwallo￿l slofl cosls. 05 5fr)wm In Note 4. logellw wim costs ielolvvJ lo sloll w￿1 inwppul servkes aTrJ reoloml olllces. which are IrtOlP¢yolé¢y 5￿1￿40 5UPPCrft C05t ItQLres in Th)ie S. ' RedurLlarry cos15 ifKweil by CC onKJvnlir¥J lo £14&18J I￿3.. £?￿.[110] o101￿￿ed ot¢ve IW85. ¢0515 on1r0¢h￿l. EM￿¢¥￿e terelits ircwced by C￿. comprw¥J coffoory con ￿alItt irworce. orrcsunllro lo £36.975 Iiir13.' £31,2481 Of Ir£lLKJ80 Ot¢ve IvJMés. rty cosls Ir¢uff•) by CIC gfTr>Jnl￿J lo £1?.988.07?1￿2J: £I4.￿l.2171 ¢y• f)1 Irclixled In omly5ts obova. 71￿c0st5 or& IrKuThed to ryovida covu loi slollononrnjol le￿¥8 u o+XilKJr4)l reqvtred onconlTOCts. r￿r0 ol enwoyees or￿4￿￿￿nts 05 dofirvj lor tQXQlb)nwpos95 offwiled lo o¥w £￿.¢￿ In Il y¢¢)r wos oup CMAIIIY 2023 rnJmt¢i io numb num1> 15 O,Q)I . £KJ.C £70.WI - ￿.1) .coi .£￿ £90.￿1 . £icx),¢￿) £io).coi . £1 10,cfy) £1 Ioml - £120.( £I￿.(x1 - £140.CfJ) £140.0)1 . £150.(Q) £1 ￿.COl - £I60,￿M) £160.WI . £1 70.0 £190ml . QCO.¢XQ 10 Errtrloyees eofrlro rr4ye I￿n.£6￿0))conlrl￿fed to a p8r5WlScter￿. Ily Ctoilty ¢ontritsJlea £178.931 I2￿3. £149.1741 ¢n tre￿11. lolol eoirlrgs ol key rT¥JTr)ger￿nI perso￿1 ln Ire yeor arr¢LJntea lo £756k ￿￿&3. £56Skl. Key n￿r￿gerr￿n1 COM￿Lse5 Ilp Exe¢vlive leom. InJ51ees rrjl ieceive ortyferrnrÈralion from Il cf•)rity. Iru51&es ore reimkned lty experKlihJe Ircured Inollermfiro Iwslee ￿e11r¢I oi vKitinJ ofKI lacullles In Ikei ic48sas InJsle•s. C￿15 vthre by 8 INsle45 13r13.' n oTra orr￿n1¢<I 1¢ £2,757 yeoi IXJ23.' £4,1 ￿1. Tts rwnbw ol lull wrt-1￿ employees. cot￿OI8d ono rronlmy avofQg8 bos15. V$.' GIOUP CHAlWf 21x4 nwmbev 5.161 2￿3 mber 2ff23 number 5.161 676 S.&17 Operoliorol 51011 AOmlrI5trolk)n grK$ 5vpptrI 5.tr22 Indemnlty Inwi4mc• Clvylty wrctVJ58s Direc10￿ ord Oll£eis Uobllty irwrorre. c￿101 lh8 prerlxm yeor was £19.32O IXY23: £19.3201.

Community Inlegraled Care Note5 lo Ihe flnanclal slolemenls lor the year ended 31 March 202A Tonglblè Ilxed a$sets Frèèhold land & bulldlngs £'ooo Leosehold land & bulldln9S £'o¢ Flxturei & flttlngi £'ooo Molor vehlcl•s £'ooo Compuleri Assets Under conslrvcNon TOTAL £'c#)o £'ooo GAOUP Co31 Al l A￿11 2023 Acldihons A55els Ironsleryed from Inspire Di$p05015 Ifon51er 14,132 3.652 3.684 870 3.196 43 S.097 826 325 127 30.086 1.866 2.451 11.8321 2.451 17771 12281 18061 13251 Al 31 Morch 2024 16,583 3.631 4.085 3.011 5,134 127 32.571 D¢pr•clallon Al l April 2023 Provided dvring the year (*'sposals 5.275 264 2.233 37 2.$34 370 17641 1.548 348 3.805 630 18061 15.395 1.649 11.7661 Al 31 Moich 2024 5,539 2.249 2.140 1.721 3.629 15.278 14•t Book Value Al 31 March 2024 11.044 1.382 1.94S 1.290 I,sos 127 17,293 At 31 Morch 2023 8.8S7 1.150 1.64 1.292 325 14.691 CHARIIY Al l Aprll 2023 Addi1Sons Assels Iransletted Irom Inspirè Disposals Tronsler 12,397 2.199 3,631 857 3.197 43 5.093 826 325 127 26.842 1.853 2,451 11,8321 2.451 17771 12281 18061 13251 Al 31 lthir¢h 2024 14.848 2.178 4,019 3.012 5.130 127 29.314 D•preclollo Al l April 202J Piovided dvring the year Disposals 4.874 2.484 368 17641 1.547 348 3.801 630 13.486 1,671 11.7661 37 Al 31 Moich 2024 5.102 796 2.088 1.720 3.625 13.391 Net 8ook Voluè Al 31 Morch 2024 9.686 1.382 1,931 1.292 i.sos 127 15.923 Al 31 Morch 2023 7.523 1.650 1.292 325 13.356 Included In freehold lond on¢Y buildings for the Group ort 2812023.. 281 btJild¢ngs which were donal•d by locol oulhorih"as. fhey have ¢ nel book volve 01 £2.895K12023'. £3.024KI. 0i5posoI ol Ihese bvildin9S L% Wti'ecl to Ihe OPFyovoI ol the donoh"n9 Ovir￿rity. ssefs under construction comprise5 Costs incurred relaling to Properly upgrade5. Ihese osse15 wll be fvlty constructed in Ivtvre pellod5 Ot which point ¢Jepreciation ￿111 commencts. Motor vehicle5 include 13512023.. 1451 vehicles vAlh a nel book volue of £1,063K12023.' £1,430KI which ore leosed lo people we sUPPOrt. 41

Communlty Integraled Care Noles lo the flnanclol slalemenl$ lor Ihe yeor ended 31 Morch 2024 Tonglble Ilxed a¥5ets (contlnved) Included in tseehold lond ond buildings is lond at o cost ol £175k12023'. £175kl Ihol is nol deprècioted. Cerloin ossels ore owned by the Group ond leosed on on operoling leose lo Reside Housing Association Limited. w7th the following volues.. 2024 £'ooo 1.299 15391 760 2023 £'cA)o .299 1513 786 Cost Accvmulaled depieciolion l O Intonglble Assels CHARITY 2024 £'ooo 2.246 2023 odw Cost Bll Disposols Cost Cll 3.046 8001 2,246 2,246 Amorlisalion 811 Amorlisalion in yeor Amorlisalion on disposols Amorlisolion C/1 673 449 1.024 449 18001 673 Al 31 Morch I,S73 In Jvne 2021 the Chorily ocqviied Ihe business and a5sels ol Life Oppoftunilies Trvsl resulting in the oddition of £424k ol negolive goodwill. In September 2021 the Chority purchosed 100% ol the shore copilol ol Acce55 Community Servlces Lld ond Access Communily Troding Ltd resvlting in o goodwill oddition 01 £2,670k on the hive up ol nel assets. Both oddilion5 ore being amortised over live yeors. This is inline with projected benelil that ossel sholl piovide. I l Flxed asset Investments GROUP 2024 £'ooo 107 6.664 20 313 7.104 CHARITY 2023 £'coo 114 2024 2023 £'o Al l Aprll Additions Income reloined 05 investment ILossI / Gain on inveslmenls Morkel volue ot 31 Morch 6,664 20 306 6.990 171 107 42

Cèfflmunlly kntegioled Cw• Ilol•s lo the Inanclol slo1gm•nb lu he yetr 31 Mtrth s￿￿4 11 ftA•dthwllnv••th•nth (efnllrw•dl Tip• C¢*rwmv Cwnty ol Crny $10gJs PersM Cwlre<l Ltd &Jb$k￿

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C¢Tfft¥rttyS•fvkes lid 4471117 SCI lJ670 èJsbY P•n￿¢￿tr￿j I￿￿ri i o c¢>rp￿vl￿n1fOS bYfW•Qft••. lh• Choiltyhos th• todppyri117ndiemo¥e Meft￿ th&ieg•w•J ¢x¥th•si l..OkJ Cwl. Wg. WxJeL W￿lsP. Age eA(wpe ts O C$YfP￿y Imled fWUrtm1￿. Thei¥giilwd(xl1•1515'. 1 l LtrkhwWI vltOgP. ochoh. l¢￿¢$￿.sEJ 9tA. INpi#Cue ¢1 ¢ydceL¥ed lo ¢>J• trtyn th•skrilol the 2014115 Fntincxl Y•¥. It ¥ exeirpi fv4ynpiepyno Ib(￿Ck1 sltsiemenls vitrJ• d SJ91 oICrfip￿l￿s ￿1?[£ P)ie9alered oJ¢eJJ b,.Old h4Lx•l C￿11. Mhw5 Wiry. WA)•s. w￿￿P. Aece55 Cryrrnvnty SeNk•s I'ACS'I k OKyr¥¢te cernpthylThledbythorÈi, ci¢ hrdd th(TQS. Ihtregolved odLtres% ii.'018M(wkel Cwl.Mner5 woy. Wilnts. WA8 ISP. ICO%d be th¢yt ¢￿ C¢YfWiy ￿ snce Lyummlkknh9 rnmedK¥lèhla ￿ 01t￿Sh•55 ￿1•1) 10 CIC. Ih¥C)Yp￿ o n th¢oce5s oioeno wrthd w>. tre IPoiknetthb Lilel Ll(tis o tyknlee￿nyrrnIe￿O¥ gXY(Mt•e. thfagrykn•doYthess ¥ Unll XthA¢¢>Jw>)v P£Yk. Street. Glulww. G51 IPR. Cmn IhlyoledC>• ooJl•d th• ¢Jwlo•i•styb3111 AAY 3CQJ. th• oswls bYm•Jbl•tyhw•dup on IsiAoJii ￿. pil Excho Assthi 319 2K*) &55 1.?66 Nfrl AJ5ets 37 i.? Iynds l 137 12$3 1.966 c¢Y 5.751 570 J71

51 41 81 13 CYThfftlq•wlln¥￿DMts GIOUP CHA￿ly AllWI kncLYr t•loh•d as hYe%trn&l >kel ¥J¥¢al JI h#Jth 14.?12 14.?7? Thecury￿lo1￿I n¥•%lm•ih o• up01mthey￿rt¢l knds+>KI depuil C￿ec￿n￿. J>O•bt Gr•Jp Chqrt •J•wlhlN on•y•or 677 6a06 IS.C67 ?59 6.61) 1&5PO 1&4&5 1S.OJ9 mo￿h ¢)J• aft•wrnOr•Ittt￿ tywy•ar ￿n￿nI• Oje frcrn und•iofi 1&570 15x07 18W5P 15.216

Comrnunity Integroted Care Notes to the Ilnanclal $lalemenl$ ror Ihe yeor ended 31 Maieh 2024 14 Ciedllori.. omounls lolling due wlhin one ye¢¥ Gioup Churtty 2024 £'ooo 2023 2024 £ThJo 2023 Tra¢Je cr¢¢Jilors Other loxes ono ￿¢101 securify Other credito Bonk loon5 dve wlhin one yeor ruols & delerred income 1,613 2,433 1.315 22 16,937 3.363 1.905 1.638 318 14.219 3.355 1.898 1.62S 292 14.197 2.422 1.297 10.917 22.320 21.443 22.244 21.367 Oef•rr¥d income comprises income recelved in odvonce of Ih? delivery ol lh• service os controcled. Grovp £'ooo l.CQ5 1.150 11.085 i.lso Chaflty £'ooo 1.082 Ihe movement in the period is 0s10ll Openin9 daltsryad Incomo Amovnt5 chorged lor Ihe yeoi Amovnls releosed in the yeof C105ing d•leNed income 1.082 I S Ciedltois.. omovnts lollin9 dve in more Ihon one yeor Group 2024 £'ooo Chorlty 2024 £No 2023 2023 £'otsJ Bank loon5 Isectjredl 246 2.161 1,9CK) Doferrod co￿101 Gronls 145 391 2.312 1,9 &onk loon ropoymenls loll due os follows.. 8onk l¢)ons due within one yeor lobovel In the Second lo lillh yeor inclusive 318 292 1.453 1.365 Aller 5 yeor5 Tolol loons ond overdrolts 158 535 268 2.479 2.192 16 Pfovlslons lor tlobllllle5 Sleeps rxovision Olher provisions Totol At l April 2023 Addilionol provision Ulili5ed in Ihe yeor Releasèd in Ihe year At JI March 2024 1,905 50 027 1.942 12091 1844 2.$32 1.992 2.799 The Chorily held 0 sleeps tyovision to rellecl Ihe ryoboble need lo mokts repoyments to locol OLJlhorihes ondlol stall for sleep poy. Ihi5 was no longer deemed ngcgssory ond Ivlly releosed in Ihe year. The provisions inckJde¢J in other Fyovisions ore considered by Ihe Chorily lo be individuolly ond collectively immolerial,

Communlty Inf•gr¢)l•d Car• Mol•i to th• ffnanclul sl¢¥1om•nts lty Ihe yeor ￿K1￿d 31 Moi¢h 17 Olh•r Ihan¢lal c<¥mmlkn•Tr Al JI Morch 2024 Iho hod cornrntlrn•fils W￿￿￿On￿Onc￿l0t4• operolrw koses os lolO%hS.' G•lXI• CWAiir¢ Iylpm• 2073 dole.. Wdhtyti one year e•lw••n two ond fi¥8 ywls loie Ihon f￿• ?J6 )?0 ?)4 ?48 i?0 ?34 Al 31 Moi¢h 2Q3 lh• ¢mOLmli poyotle lo lh• gfow>Lnd•inoTr.conceMgtts opwo1n910￿0J 0$ lo10￿.. GIOIIP C•thiITY 20 Ery dole: Wbhn ¢>ne y ?70 270 ?76 ?76 ??1 ?31 ?19 l• Slal•m•nl of l¥nds Y•• •fid•d JI AlaKh xu4 olit loi Ihv y•oi Olh•i ¢on7pr#￿I1va beome JI Mwch Gokn JI Mw¢h 2024 l•corn• &p•nd1￿r• 31.419 115.561 1172.450 13? )iJ J4.175 l•sMcl•d .1￿￿194470￿￿d oianls Copilol gion15 Ttsknl Ivfv 335 J.cr24 Ja59 564 304 139e 132 Total J4.?)8 176.'1?5 I l T2.8461 JIJ Y•gr •fid•d •1 202J Olhei c￿npfeh•th• ncom Prolrf Iw lh• yo 31 141a¢h o10￿1 Ufif••tyl¢i•d kndi 31.998 147.OJS 1149.Qd>l 31,41P .fundroino 9¢MI £opilol 9Nonls ?J4 3.169 J.9?) 35.921 116 14291 16861 105 3.024 3.359 716 T•lal fvnds 148.351 149.494 34.178 Ihe ¢opilol gr￿1 fvndol £?.89?k 181018s lo Ihe mort¢l volue ol lh8 bullyngs dorwJl8d lo Ihe Chaiity >y iocol ￿t￿￿•tS ol Ihe dole ol Ih¢tr honsfai. Th¢ fvmej • wiillen oll 0¥81 Ihe ejlinoled usofvjl Ille ol Ihc bjldtnoi whh rf 50y•oN. Ih? Iion51eri mode ben Reslttl•d Funds on¢J UrttesliLld Ivnd$ 6 mO¢Ye vp ol Iho desyecbloh on Ihg Crttyjp's osleti. lo Ihe ext8nl Ihol Ihe o%sets weie txqvè¢d vshg copilol pionts. th¢h ore poll ol ResIr￿led Fwds. 0¢￿tC￿l￿n nOSly ¢ol¢vlol•d 05 poll ol he Crfoup ¢eprecot¢n. ond b I￿￿ Iranslew¢d lo lèeili£led Fvndi. Ivntltor&hg ond gionl ialoi•i lo l• drmlbni. 1oyocBi3 ond gronlsiK•fved by lh• Of)w lty %p•oWI.

Cornmunlty Integrated Care Nol•s lo Ihe flnonclal stolem•nl3 lor Ihe yeai endeLI 31 Morch ￿21 18 Slaltmènt offv•d¥ Icontinvedl Yety •nd•il $1 Moi¢h 2024 Prolil ILY the yeor 0lhwcornp1eh#n￿v income 31 March 2023 G•ln Inve51mert 31 Mor¢h 2024 lrteome txp•Thdllui• £'ooo CMARIIY £000 Vnv•itrlcl•d l¥1￿$ 30.496 169.486 306 33,994 -F￿dIo￿n? ond gronl £oKxlol grgrtll 1291 526 2,895 3.421 3.024 3lllJ 35 Ttslal lunds 33.809 109.78? 106.4861 306 37.416 V•ry •hd•d JI Maich 2023 Pro151 Ihe yeai ompFehen5iV¢ In¢oft JI Mtyich 2022 eooo JI Mor¢h 2023 Ineom• EAp•ndllwe CMAIITY Vnv•ifvlcl•d fundo 20.976 147.322 JO,496 leslrfet•d Ivr+di di0￿1n9 oncs gionl .CopiioI gronli Total i•ilrltl•d lundi 743 3.189 3.932 436 289 436 47 3.313 Tot•lfundi 34.908 147.758 148.8571 33.8 19 An•￿￿ o19r•Jp n•1 gsx•ls b•h¥e•n fynds JI Alai¢h 2024 GROUP Urt•ifrlcled l•ihlcl•d Ivndi lun+Yi JI Moi¢h 202J GROUP Vnr•51ricied R•slri¢i•d lunds lunds loi b¢lon¢es ol JI MOt¢h 2Q24 r8V•5enled by lortwtyl• lix¢d oss•ls Iniongible ossels Cwrenl 055eli Cuffenl l￿bIllS LoThJ-lerrn ltstxfilies LonTri•rm é8bltys 21.805 2.892 24.397 3.Cé2 14,798 1.573 44.694 1,573 44.694 121.1201 37,233 122.8211 12.0661 37.233 122.3201 12.0661 277 14.8441 34.975 3.393 3.359 34.778 31 Mgi¢h 2024 CHAAIIY UiesWleted Iwlrl¢led Ivnds Ivnds £￿00 31 M¢fch 2023 CHARITY VN$slricted ReslrKled Ivnd4 Ivnds Tolol Tolol Fund bolonces 0131 March 2024 oro r•p4osénled Tongible fixed 0s5e15 Iniongiblè fixed ossels C￿en1 os$815 .018 2.8?5 22.913 13.356 1,573 44.679 1.573 44,679 122.4WI 14.4321 30.496 37.298 122.7691 37.298 122.2441 526 LoThJ-iem liotxbl*s 14.4321 33.eA 33.996 3.421 37.416 3.313 46

Communlty Inl•gml•d Cor• Nol•s io lh• Ilnanclal $lgtements Icx Ihe y•cY efKJod 31 Al¢ych >Y14 20 elEitfft•nt b•n•ffll ichem•s P•n￿On ￿hm+ •bUgalto•u. Delned conlrfbvlon ¥ch•m•4 ￿uP operolei Iwo Ye1n¢dconlit￿11Jn occvrolkx￿l lor emOoY¢•5. Ih? wpwil ¥Oryk￿ on morKigemenl sloll ￿n5￿n heid wilh Avha13% stoTrJory msYoyw conlithlbn51. Ihe ¢wol)nol sloff ￿n$1)Th knnd held wilh lh& P¢oF4e's Pen5)n13% empKyer conlrthl•)nsl. ￿1 0515 ol the Kherne5 ¢y8 held In ¥Klepondenl lurKSs wilh Ihe ol¢yemgnlti?nd (¥ovhJ&ts. Pensbn costs ChtY9ed in Ihe sOFAle￿eSe￿r con11￿1b)rn wyatle by chorlty in li ye￿. 2wa4 con1r1￿1￿￿$ r 2.567 ?.264 O•lln•d b•fi•fil•ch•m•• Tho chotily opefoles ￿10 denned ￿nall1 p8n5bn 5cheme& CARE pen5•)n schem? ICAREI ond North E051 s￿lI0nd Pensbn INESPFI. T￿50 w￿e Iron￿￿[1￿￿ tro¥ii In5pwe (Parlrtership Thiouoh Lifel Ilcl. when 05￿1$ ondlwJbliliBs wefe tton51wi•d 1¢ Communty Inlewoled Cry• on Jlil July %V3. lh• Ic4lowwJ diick•gJies wpwl Ihe ￿11 r?quv8m0￿l ol fS I CQ. CA(tt PenthiTr ich•me The 5¢heme ry o Kjndéd mulli.•m(4¢)yer Jelit¢ trfil IDE41 K￿rn¢. fhts sc￿Me has baen closed lo new bgnefrts u ony bJflher L¥Jld up ol b8rnfils lor exrntino rn¢rnben 31 Moich O. Itls nol In Ihe wmol ¢I￿ne ol ovs>nts lo klonllly 5h(y• ol tsrNJertytrw 0sse15an¢l lJblilr3 belorolng lo an inrfNbJvgl Jflèipol4vJ erntAoyw ai Ihe Scherne B o m￿lI.￿Mr10vcr oryongernonl Ihe 01￿1$ Ofe ca.m￿gled for in¥e%lmenl wiw3es. beTr&fits Ofe rw)kl Irorn 10101 Sch&rno o%iol1. or#3 IMI ¢OnIri￿1•)￿ rale ltsr oll am￿1)y￿ h sel by rele18￿0 10 I￿ ovwoll Ilrw)n¢￿ posi1• ol Ihts Scheine lo1￿1 Ihon lyl ieleferr? lo ￿￿1￿)¢1 emF4oy¢i k¢4yall￿1y. lo nolLKe ol the S¢t¢me. Ihe ¢xcwnlbvJ c￿rge vn4er FRS IfY2 18yesenls Ihe einsyoyei ¢oh1r1￿1￿)ft p)yabfe. Ihe 1051 lormal yo￿01￿$￿ ol Its Scheme wol pttloim¢¢J os ol JO S•plom1￿1 Wl? by o rxolessk)ThJ wjl11￿0 ¢Cluo¢y uiiw I￿ pl0￿cIetY unil meifoj. Ihe matht votue ol Ihe scheme's oisels ¢1 Ihe voluolKin <Jal¢ twos U?Amiion. loblblies ol L5P.Im ond o dekll of £7.3m. vo alrm1￿1¢ Ihfi ￿rtIall. lh& Iwsleg5 hove (y8d lo o Oelrll oironoem?nl. b) occordonce wllh F115 Iff2. bll syovitsn hos bo¢n i•co9nn•d Igr lle lo¥ volvt 01 Ih15 d•l¢sl lunding Oifongernenl l￿bIlly. Thr4 omcwnled lo [1￿.13?[&?14.9lO) ol Iho le￿r11n? d¢1• ond ￿ Included withinottsi ciedil¢yI. CARE Pen￿n Jchfrme key ossurnpltons 2024 2￿3 Otseounl lol• 5.1 Il¢xlh EaslS¢rrtond P•mbon fvnd rm enorily wtitpoies in Ihe N¢Yin Eosi Scoiiorto Penson Fvno wh¢h Is o Pjfl Ot Ihe LQ¢U Govwrfflenl Pens)n Scherne lS¢oi1ar￿11. a mulll.emrloyei Klme. The LGPS Tha delw)xl Ixnefil ￿herne. A lull voKJolDn 15 corrled wl every t￿¢¢ y8ry5 FYole95bnally Woliliso ￿penden1 o¢luory u5iryJ ￿0￿1¢1¥￿ urdl rneiheJcJ. In the Inlwveniro yean. on Inleitrn ¥Ju01￿jTr o obloinea ￿ th¢ rAVPX8 0118pylro vn¢3er PRS I￿. Ihe iasl hjll V<YuaI￿n twos Colfled oul 0% al )1 March ?￿). Conlrlbjlbn rolai cwe on Ihtr adv¢e ol the a¢lLrfWy. con11A￿l￿nI l¢rf Ihe yeor w￿• £143kl. 41

Cornmurtty Integfaled Car• Notes to the Ilnanelal stoternenls forlhe yearended 31 Morch 2024 200 Auumpllons NESPF 2024 YJ23 Oiscounl rola P8nsfjon Incf8asé raté Solory increose rote CPI inllalion 4.9 2.8 Mortallty assumi?Ilons NESPf Mortafity rales 2024 Yeo 2023 Yeor5 For a mole oged 65 now at 65 lor o mole aged 45 now For a fomale oged 65 rthv ot 65 lor a lernole oged 45 now 20.7 22,0 23.0 24.8 21.0 22.4 23.4 25.4 20b Amounts Ir￿uded In thè G￿uP Slolemenl ol Flnanclal Acllvlllei NE5PF 2024 2023 Current seNlca cost Nel Inlerest cosl on defined benelil obligation Admlnistration expenses 109 14841 13731 20c Amounts Included In other feeognls•d galns and losses (Gioup). NESPF 2024 2023 Reme05ur•menls; Net goin I Ilossl Chong85 in demogrophic assumptions Actuariol gainsl Vosses) on 08 pension scheme 19991 326 16731

Cammunlty ffvlegiol•d ¢(¥ Notes lo lh• flnancld slalern•fits lry Ihe •nd¥d31 MoKh ?014 20d Penlon sch•m•osts ond11(thlln•• NESPF 24 2023 Fol ¥olu• ol ichgma 0%￿1 s¢nl V¢bJe ol schemt f¢Jbld•s l Asso1￿1(￿b1rtknl1 Sup￿$ lass81 ca¥r¥Jl Not AsselUlii)biitesi fyeAW shpel 37J13 JO.257 g.a24 19.824 19A)O Pn￿n ich•m85 wph r1 iLrfplusw ore nol recoonsèd wih•) hèi• occwnli ie¢oV4ty01 fftèse omets Ihg schwn*i b f￿1c•￿0￿. Iho yJplus•1 or• iwnowed Ircyn ¢CCOLn15 n lh> lliai oMolale5ses 119onil earnfi15 poly vow ol lknbllll•s 2Ql 34 113.9551 914 26.4 31 1.05 i.?? ?7.6P7

Community Integraled Care Notes lo Ihe financlal statemenls for Ihe year ended 31 Morch 2024 21 Related Party Transactions Perso ntred H imite Communily Inlegroled Core rent a property from Person Cenlred Housing at o normal commerciol value. Reloled party tronsoclions include rent poyments to PCH tololling £19k12023'. £20kl and odmin expenses paid by Community Inlegroted Core of £2.4(K)12023.' £7.4521. At the end ol the yeor, Person Centred Hovsing ow8d Communily Integrated Cor8 £27k120Q3.' £24kl. e Limit During the year Community Integrated Core paid c051s ol behalf ol Age Exchange of £536k12023'. £113kl. Age Exchange repaid £4k ol the loan bock owed to Community Inlegroted Care. At the end of the year, Age Exchange owed Community Inlegroted Core £288k12023.' £1 $3kl. In ire Portnershi Throu h Life Limited Since the merger. tronsactions relating to contracts belore they were novoled over to Community Inlegroted Core were poid tolfrom Community Inlegroled Care. Al the end ol the yeor, Inspire owed Community Integialed Core £59k12023'. £nill in relolion to these controcls. There were no olher reloled porty Ironso¢tion5 in either yeor oport from key monogemenl personnel remuneration Isee note 71. 22 Analysls ol Changes In net debl Acqulslllon ol subsldlarle5 GROUP Al 31 Mar 2023 Cash Ilows Al 31 Mar 2024 Cash and cash equlvalents Cash 29,625 111.7701 18,662 29,625 111,7701 18,662 Borrowings Debl due wilhin one yeor Debt due allef one year 13181 12.1611 12,4791 296 1.915 2,210 1221 12461 12691 Total 27.146 19,5591 807 17,587

COMMUn￿Y Inlegroted Core Nole$ lo the flnanclal 51atemen15 lor Ihe year ended 31 Morch 2024 23 Amovnls held os ogenl 20241 £'fy)o 2023 £,￿0 Ae51dent5' monles 80lonce un5penl broughl fowjrd People We Supporl income People We Support expendilure 6.443 6.613 9.476 7.996 19.ieoi 18,1661 Boloncè vnspanl carrièd lO￿ard 6.739 6.443 Ihe Chority 15 Ihe Agenl ol residents, personol monie5. Ihese personal monies ore held by bonks olher Ihon the Chorilys principol banker ond olthough the Chority hos eorporote govèrnonce over Ihè bolonce511 hos no beneliciol ownership. ￿ o re5vlt th& lunds are exclvd¢d Irorn lh¢ hnan¢lol stolemenls. 24 Consolldol¢d itat•menl ol Ilnanelul Aellvltlol . Y•oi •nd•d Jl March 2023 Unresliicled lund5 2023 Restricled funds 23 TOTAI 2023 £'o Nole Incom• Inc¢%i)e fiorn chor110￿8 oclivi14e5 Other income Inveslmenl income 146.793 716 147,SC 162 162 lolal Incom• 147.635 716 148.351 Expendllvi• Choriloble ocllvilies 149.065 429 149.494 T￿01 •xpendllur• 149.065 429 149.494 Net Inrom• I l•xp•ndltui•l 11.4301 287 Tionsf•r belween lunds 18511 N•1 mov•m•nt lfi lund# 15791 15441 Reconclllollon of funds.. Total fund balonces ol I Wl 31.998 3.923 35.921 lolol lund bolun¢•i ot 31 Mofch 31.419 3.3Sg 34.776 The slatom•nt ol finon¢iol octivlties inclvdes oll g(yn5 ond10s5es reco9r45ed in Ihe yeoi.

Community Integraled Care Noles to the flnanclal statements for the yeor ended 31 Morch 2024 25 Slatement ol Flnanclal Acllvllles - Year ended 31 March 2023 Unrestricted funds 2023 Restricted funds 2023 £'o TOTAL 2023 Note Income - Charlty only Income from chorilable aclivilies Olher income Inveslment income 146.707 455 160 436 147.143 455 160 Total Income 147.322 436 147.758 Expendllure Chorilable oclivities 148,810 47 148,851 Total •xp•ndllur• 148,810 47 148,857 Net Income l {expendltvre) 11,4881 389 11.0991 Transfer between Ivnds I.IXJ8 11,0081 Net rnovemenl In funds 14801 16191 11,0991 Reconciliallon of fvnds: Tolol fund bolonces ot l April 30.976 3,932 34,908 Tolal fund bolances Qt 31 March 30.496 3.313 33.809 The statement ol financial activities inclvdes oll goins and losses recognised in Ihe year. 52

Communly Inlegraled Caiè Noles lo Ihe financlal slal•m•nls lof Ihe year ended 31 klaich 2(r24 24 O•nallon on m•ry•i rooo longlbl8 Ossels Oeblors= Amounts lolllng dv? wllhln one year Coth ol bonk ond In hond C18dltors'. Arnounts lalllng due wllhln dne yeoi Oefined benefil penslon sch6m& 05591 ' 2.315 1.428 1.9 196 Oonolon liom subsidlory 2,4 On 31s1 July ?023. Comrnuryly Inleoro led Core ocqulred Ihe vnderlabinos ono ossets ol Irffjk￿re IParlneTrhlp Ihiovgh iilel. The oss81s ond buslrss wefe Immedlolèly hlved vp on Isl Augu51 X123. Ihe n&t osse15 omovnted lo £2.430k oftd Ihe breokdown con be ￿eTr abovè. Nll condelo￿on wos pold ond lhevelo￿ the omovnl h05 been fecognise<l 0$ o Gvornl In Ihe Chortlvs SOFA.