Company registration number: 04925281 Charity registration number.. 1102489 Living Options Devon (A company limited by guarantee) Annual Report and Financial Statemerrts for the Year Ended 31 March 2024 WESTCOTTS CHARTERED AC¢OUNTANT5 4 BUSINESS ADVISIRS Living Options Devon Contents Reference and Administrative Details Trustees, Report 2to11 Independent Auditors, Report 12to14 statement of Financial Activities 15 Balance Sheet 16 statement of Cash Flows 17 Notes to the Financial Statements 18to31 Living Options Devon Reference and Administrative Details Chairman A Barge Trustees S Fallon R Manley S Hyde C R Holmes C Radclyffe T G Naldrett Company secretary D King Charity Registration Number 1102489 Company Registration Number 04925281 The charity is incorporated in England and Wales, Units 34 Crdnmere Court Lustleigh Close Matford Business Park Ex8ter EX2 8PW Registered Office Auditor 80 Oxford Street Burnham-on￿ea TA8 1EF Solicltors Kitson LLP The Forum Barnfield road Exeter Devon Bankers Lloyds 234 High Street Exeter EX4 3NL Page 1 Living Options Devon Trustees. Report The trustees, who are directors for the purposes of company law, present the annual report together with the financial statements and auditors, report of the charitable company for the year ended 31 March 2024. Trustees and offlcers The trustees and offic8rs serving during the year and since the year end were as follows.. Trustees.. S Fallon R Manley S Hyde B Imeson (resigned 27 September 2023) C R Holmes C Radclyffe T G Naldrett Chairman.. A Barge D King Secretary". Objectlves and activities The objects of the charity are to provide relief to inhabitants of Devon who have need because of mental or physical disabilty, and to educate the public about the needs of those with a mental or physical disability. The Living Options Stralegic Plan 2021-2026 was approved by the Board of Trustees which sets the dir8Ction for the Charity, describing a clear vision for the future. It provides a realistic structured plan to guide is to achieve our strategic aims. It includes the views of all of our main Stakeholders, and most importantly, the view of service users and carers. The plan was ambitious and challenged our thinking and how we operate but was achievable because it builds on the good reputation that LOD has rightly earned. This new strategic plan is based around service user need, incorporating a new Digital Strategy alongside our Marketing and Fundr8ising strategy. Our new Digital Strategy promotes accessible digital opportunities for all. Living Options Devon re-designed our existing services and developed new ones in response to the needs of local disabled and Deaf people during the COVID 19 pandemic, so that we can continue to support disabled and Deaf people as we move through the response and into th8 recovery phase and leam to live with COVID and the other challenges of our time. Our Vlslon People with disabilities and Deaf people have the same life chances and opportunities to be active and equal members of society. Our Values Our values underpin everything that we do. They have not changed since 1990 and shape our behaviour both as an organisation and as people working with and for Living Options Devon. We believe in a fully acce55ible society where all people can enjoy freedom of choice and equality of opportunity. We are user-led in all we do, enabling people wrth disabilities and Deaf people to influence and manage our full range of seNices and projects. We believe we deliver the highest standards of seNice to all the people with whom we work. We operate a culture of open communication, empowemient and development, where individual abilities are respected, and people are encouraged to achieve their full potential. Our Mission Living Options Devon (LODI is a user-led organisation which seeks to ensure that people with disabilities and Deaf people across Devon and the United Kingdom (UK) have the Opportunity to live the life they Choose. Page 2 Living Optlons Devon Trustees. Report Some examples of the cha118nges continuing to face disabled people drawn from 3 variety of research reports: Disabled people aged 16 to 64 years had poorer ratings than non-disabled people on all four personal w811-being measures - life satisfaction, happiness, worthwhileness and anxiety. Average anxiety levels were higher for disabled people at 4.6 out of 10, compared with 3.0 out of 10 for non-disabled people (year ending June 2021). (ONS, 2022) Disabled people are more likely to report feelings of loneliness "often or a￿aYs.{15.10/O) than non-disabled people (3.60h) (year ending March 2021). The proportion of disabled people who felt lonely 'often or always" in 2021 has increased compared with 2014 {ONS, 2022) In the first quarter of 2023, the employment rate of disabled people was 53.7 /D compared to 82.70A for people who are not disabled. disabled people with severe or specffic learning dfficulties, autism and mental illness had the lowest employment rates (House of Commons Library, 2023) The proportion of disabled people with no qualifications is nearly three times that of non-disabled people (ONS, 2022) Disabled people are more likely to experience povety and unemployment, have lower incomes, and face extra living costs. These economic challenges mean disabled people are particularly vulnerabl8 to the rising costs of living. (House of Lords Library, UKParliament, December 2022) 3 out of 4 disabled people172% ) have experienced negative attitudes or behaviour in the last 5 years. 9 out of 10 disabled people {87°/0) who had experienced negative attitudes or behaviour said it had a negative effect on their daily lives. 440/0 of disabled people said they feel less equal to others because of the attitudes and behaviours they experience. (Scope, 2022) Disabled people remain far less likely to feel that they have the opportunity to be as active as they want to be (41% vs 70.kn of non-disabled people). This "activity gap" has remained consistent in previou5 years, showing an ongoing unmet need. (Alliance, 20231 Disabled adults are more likely to be victims of crime (20.8°A) than other adults119.0% ), and disabled children aged 10 to 15 (12.00A1 are almost twice as likely to be victims of crime than other children (6.30%). Disabled women are more likely to experience domestic abuse and sexual assault than non-disabled women. {National Disability Strategy update. December 2022) The UK Disability Survey found that 280A of disabled people had difficulty accessing public spaces 'all the time or 'often'. 2 in 5 disabled people had experienced drficulties shopping around for products or services, with reported barriers including a lack of appropriate facilrties (16 %), difficulty using public transport (150/0), and difficulty moving around premises (130/0} (Disability Unit , 2021) People with a long-term illness or health conditions are around 25'h less likely to have enjoyed nature in the past 14 days than others (Disability Unit, 2021) Page 3 Living Options Devon Trustees. Report What is Llvlng Options Devon dolng to address this? Promoting the needs and rights of disabled people Providing Peer SL+PPOrt Infomiation, advice and support Training disabled and Deaf people Supporting independence . Advocacy Engagement services Supporting deaf people to gain employment Counselling for Deaf and disabled p80ple Support for vlctims of crlme Improving access to services and leisur8 facilities Promoting activities to support health and wellbeing How Does this help? (Our interim outcomes) People will be provided with emotional and peer support- feel listened to and less alone,. more r8silient and empowered to make positive changes in their lives. People will feel more informed,. more 8quipped to manage their circumstances; and more able to make choices which meet their needs People will feel more connected, addressing loneliness and isolation People will be safeguarded, supported and empowered to express their views and wishes and involved in decisions being made about their lives People will gain or maintain independence People will have increased skills and confidence People will be enabled to live more active lives People will have the opportunity to share their experiences and views- to highlight issues that matter to them. and help to shape more inclusive services A wider range of places, services and organisations will have improved awareness, accessibility and inclusivity What are we aiming for? (Long term impact People with dlsabllltles and Deaf people have the same life chances and opportunities to be actlve and equal members of soclety. Every two years a comprehensive Impact R8POrt is produced which outlines the wider outcomes that the charity has deltvered for our beneficiaries. Th8 frequ8ncy of this r8POrt has been determined by the Board to ensure best value for money. This report, whilst very informative for Trustees and extemal stakeholders, is not considered cost effective to produce annually. The Report for 2022-24 will be published in due course. Board members tske part in an annual Development Day which offers an opportunity to review and discuss the achievements of the Charity against their stated aspirations and objectives for the period. Page 4 Livlng Options Devon Trustses. Report Review of activitios The Board of Trustees meets four times a year together, with online meetings as and when required. The Strategic Plan which sets out the Charty's Mission, Aims and Strategic Objectives is developed and approved by the Board in full consultation with our service users, benefi'ciaries. funders and other stakeholders. Once the Strategic Plan has been agreed, the CEO has delegated responsibility from the Board for delivery of the strategic objectives as set OLrt in the Strategic Plan. Annually, the CEO puts a proposal to the Board outlining the measures that they will be measured against that will demonstrate the Charity is moving towards achievement of the Strategic Plan. Once approved by the Board, the CEO reports against those measures at each quarterly Board meeting. Annual financial, fundrdising and perfomiance targets are developed by the Executive Team who report through quarterly reports to the Board. (e.g. management accounts, compliance wlth reseNes pollcy, accident reportlng, RAG rating for all projects and seNice areas against delivery targets, equality data monitoring, complaints and compliments etc). The Strategic Plan has b88n reviewed by the Board ensuring that it is still relevant and appropriate for the needs of Living Options Devon. servi￿ user and stakeholder views continue to be gathered as part of this review process. Underpinning the Strategic Plan is the Business Plan which is updated annually and outlines how The Strategic Plan will be achieved. The Board plan to review future activities against the SMART objedives set out in the business plan. strateglc Report The following sections for achievements and performance and financial review form the strategic report of the charity. Flnancial review The net surplus for the year amounted to £45,667 (2023.. deficit of £67,224) of which £10,436 (2023.. deficit of £14,729) related to restricted funds and £35,231 (2023: deficit of £58,126) was attributable to unrestricted funds. On 31 March 2024 total funds were £281,978 (2023 £236,311). Unrestricted funds were £265,911 (2023.. £230,680) and restricted funds were £16,067 (2023.. £5,631). Net current assets were £233,433 {2023: £187,244). We have continued to deliver our seriices to more beneficiaries year on year. Living Options Devon applies for funding from grant makers and trusts, tenders for contracts and runs fundraising campaigns. The Strategic Plan contains a Fundraising Strategy outlining strategic objectives. The CEO has delegated authority to identify how these Strategic Objectives will be delivered at an operational level. They work with the Fundraising team to dev81op annual targets which are embedded into the budget for the following year. The Board are provided with a quarterly summary of all fundraising applications against progress and success rates. Fundraising targets are an integral part of the management accountslbudget setting process. All projects and seniices for which funds are secured ensure their monitoring regimes are in accordance with funders requirements. Data collection for monitoring purposes is centrally supported and regulated through our Research and Monitoring function. Living Options Devon is registered with and fo51ows the standards of the Fundraising Regulator, and the Fundraising Lead is a member of, and follows the stsndards of, the Chartered Institute of Fundraising. Living Options Devon has a proven track record in relation to our on-going sustainabilty over many years. We have developed a reputation for high quality and reliable seNice provision. So, whilst individual funding streams may ebb and flow, we have a solid pipeline of potential funders who want to support our work, and in the competitive world of commissioning, we offer excellent value for money due to a highly committed staff team combined with efficient systems and processes. This has resulted in being awarded 2nd and 3rd contract tems. We believe our success factors are a truly User Led Ethos, combined wtth a focus on OLrtcome measurement for our beneficiaries. Our services are ahNays designed around service user need, having people with lived experience involved at every level of the Charity. The COVID pandemic created a rang8 of challenges, but also a huge demand for our seprfices which provides us with an opportunity for futur8 growth. We plan to continue identifying what our service users and stak8holders need from us moving forwards. identifying appropriate funding sources that match the Charitys aims and objectives. Page 5 Living Options Devon Trustses. Report Structure, governance and management Goveming document The organisation is a charitsble company limited by guarantee, incorporated on 8 October 2003 and registered as charity on 4 March 2004. The charity was establish8d under a Memorandum of Association which established the objects and powers of the charitable company and is govemed under its Articles of Association. In the event of the company being wound up members are required to contribute up to £10. Recruitment and appointment of trustees The directors of the company, who are also charity trustees for the purpo886 of charity law, who 88rv8d during the year are listed under legal and 8dministrative infomiation on page 1. A board of trustees of at least 5 members, who meet quarterly, administers the charitable company. A Chief Executive is appointed by the trustees to manage the day4f>day operations of the charitable company. The CEO has full delegated authority for all aspects of the Charivs perfomiance. The CEO'S pay is detemined via the Remuneration Committee of the Board which consists of the Chair of Trustees together with other nominated Trustees as needed. When invoked, the remuneration committee are informed using available external benchmarking and the Charity's performance and financial data. The CEO is responsible for setting competitive, fair and equitable pay scales for other members of the Executive and staff team. This is done in discussion with the Executive Team and Trustees as appropriate, and with reference to the NJC scales and other Job Evaluation schemes as appropriat8. There is a policy in place outlining our approach to pay which has been approved by the Board and along with all other policies are reviewed on a minimum 3-years basis. Not less than 750h of the total number of trustees shall be persons with a disabilty andlor Deaf (who use British Sign Language (BSL) as their first or preferred language). The Board of Trustees are comprised of individuals who possess a range of skills and experience that will enable them to eff8dively fu￿11 their individual roles on the Board. Recruitrnent is by op8n advertisement or via recruitment agency. We provide a Job Description and Person Specification for Trust8e roles. Selection being against the requirements of the published person specification via an interview process attended by 2 memb8rs of our Trustee Board. Appointment of people wrth the ne￿ssary skills set is informed by a regular Board skills audit. There is a comprehensive induction process and checklist. Board training needs are identif18d formally at annual individual Trustee performance reviews. Annual Board Development days provide whole board training. A Chairman is appointed by the trustees from the elected members. The trustees also appoint a Secretary to the Company and fix the remuneration for the post. Page 6 Living Options Devon Trustees. Report Reserve policy The Trustees recognise that Living Options Devon is currently in a secure financial position with plans for further income generation from a variety of sources and effective processes for monitoring expenditure. However, the trustees also recognise that the Charity needs to hold reserves for the following principal reasons: . To produce income to be used for funding such as deficits as arise from the Charity's operations; . To meet any deficits not covered by income in any one year; . To meet major items of unforeseen expenditure., Pay redundancy costs if services ar8 r8duced', To enable the charity to continue its core operations for a period of at least 3 months, even in Ihe eveiit of iliajor withdrawal of exiernal funding., Winding up the charity in the event of closure. The Charity will therefore endeavour to maintain a level of reserves appropriate to the financial climate in which it is operating, with particular r8f8rence to potential major financial risks (such as108s of funding) and the charity's commitment to the many people it serves. The trustees hereby resolve that they shall seek to build up and maintsin from grant income, unrestricted surpluses, investment income and fundraising, an adequate level of reseNes, to be monitored bi-annually, in order to protect the Organisation in relation to the areas of opportunity and risk set out above. They further resolve that the level of free reserves, which stand at £217,366 (unrestricted reserves of £265,911 less unrestricted fi'xed assets of £48,545) as of 31 March 2024, that the Organisation seeks to establish will cover the potential winding-up costs of the charity which stands at £312,000. The Trustees, stated aim is to return surpluses over the next 5 years to reach this target by 2029. Risk management The Trustees conducted a review of the major risks to which the charty is exposed, and a Risk Management policy is in place. A risk register has been long established and is updated quarterly. Where appropriate, systems or prO￿dureS have been established to mitigate the risks the charity faces. The Strategic Plan and Business Plan 2021-2026 which set a clear direction for the Charity also mitigates external risks to funding by allowing for the diversification of funding and activities. Intemal control risks are minimised by the implementation of procedures for authorisation of all transactions and projects. Procedures are in place to ensure compliance with health and safety of staff. volunteers, clients, and visitors. Principle risks have been identified as Reputational Damage, FinanciaVLitigation Risks, COVID related risks including challenges with staff recruitmenl and continued cyber securty risks. all of which have clear risk mitigation plans in place. We understand that the nature of risk is ever changin9 and strive to keep a clear focus on risk identification and effective risk management. Page 7 Livlng Options Davon Trustees. Report Investment Policy During the year the Trustees reviewed their investment policy and continue to utilize the existing interest paying bank account. The investment policy and potential opportunities will continue to be kept under review to ensure that the charity responds positively to any changing circumstances. Publlc Benefit Public benefit is the legal requirement of every organisation set up for one or more charitable aims to be able to demonstrate that its aims are for the public benefit if it is to be recognised and registered as a charity in England and Wales. Living Options continues to raise awareness of the needs of disabled and Deaf people to a range of organisations across Devon and develop user-led services which promot8 and support choice and independent living. Servlee users are also encoursged and supported to participate in thp. planning, delivery and evaluation of local, regional and national services. During 2023124 Living Options Devon has delivered a number of proj8Ctslservices for the public benefit including.. A general holistic advocacy seNice across Devon for vulnerable people leading a consortium of four other charities to deliver the service. This includes statutory Car8 Act Advocacy (including Prisoner advocacy)., the Independent Mental Capacty Advocacy and Deprivation of Liberty safeguarding seniice, the Independent Mental Health Act Advocacy and Health Complaints advocacy service working with Rethink Mentsl Illness. A range of Deaf Led s8lVIC8s run by and for the Devon Deaf community including advocacy, wellbeing services, BSL counselling for Deaf people and supporting Deaf people with other aspects of their daily lives. . A Victim support service for disabled and Deaf people who have been victims of crime. The Devon Engagement seNice in which Living Options Devon leads a partnership of other charities to ensure that those who are hardest to reach are consulted when decisions are being made by the local authority and health in relation to disabled people's health and wellbeing. A Big lottery Funded Wellbeing Service, which included the continuation of the 'Time to Talk, project to tackle loneliness and isolation amongst Devon's disabled people, a telephone help line, Peer Support Volunteers, and Deaf Counselling. Accessibilty Services to improve the lives of disabled people including Ac￿$S auditing, training and consultancy. The See Hear Centre premises {now operating out of the Roundswell Centre, Barnstaple) offering information, advice and equipment for sight and hearing loss and signposting to additional supporl services locally for disabled people and members of the Deaf Community. Countryside Mobility South West providing accessible equipment at countryside locations to offer more accessible services for people with disabilities and their families. Provision of disability, Deaf Awareness and BSL training., and access audits to public, private and VCSE organisations. Provide Exeter Cty Council with support around disability issues in relation to their planning and consultation processes. We have Mindful Employer accreditation and Disability Confident Leader (level 3). Page 8 Living Options Devon Trustees. Report Represent vulnerable people's views on a range of strategic meetings include Devon, Torbay and Plymouth Safeguarding Boards and Devon CC Health and Wellbeing Board, etc. Equality Reference Group contract funded through Devon County Council to represent disability at a strategic level. Both disabled and Deaf Counselling Se￿1￿$ are provided Our business focused website www.ouraccessibilitymatters.org supports local businesses and individuals to be more disability and Deaf aware, through our training, consultancy and access audits. Waiting Well Project to support people on Elective Care waiting lists by connecting them with community-based support to improve their quality of life and independ8nce. Oliver McGowan Mandatory Training on Learning Disability and Autism for all NHS health and social care staff across Devon. The Trustees have paid due regard to the guidan￿ provided by The Charity Commission on public benefit in deciding vthat adivities the charity should undertake. Plans for the future During 2024125 we will continue to progress towards our Operational Objectives set out in our Strategic Plan.. Operational Objective 1 To enable disabled and Deaf people to have a voice and receive the senlices they need, by continuing to provide advocacy, information and advice, victim support and engagement seniices. Operational Objective 2 To continue to provide services which support wellbeing, independence and address loneliness and isolation. Operational Objective 3 To aid recovery from the Covid 19 pandemic, whilst promoting wellbeing more generally, we will extend our Deaf led specialist counselling seTViC8 to cover all disabilities, increasing capacity to support more beneficiaries. Operational Objective 4 To strengthen the voice of disabled and Deaf people in South West care settings, we will recruit and support a team of Experts by Experience. Op8rational Objective 5 To develop more holistic, integrated and cost-effective services, we will creat8 the LOD Hub so we can develop clear referral pathways across our Charity. Operational Objective 6 To provide a more equitable seNice across Devon, we will ensure support is embedded within all four Devon -wide localities including West Devon and Plymouth and SoLrth Devon and Torbay localities. Operational Objective 7 To turn our strapline 'Accessibility Matters, into a reality we will mart Balance Sheet as at 31 March 2024 2024 2023 Note Fixed assets Tangible assets 11 48,545 49,067 Current assets Debtors Cash at bank and in hand 12 530,024 401,978 932,002 402,362 397,717 800,079 Crodltors: Amounts falllng duo within one year Net current assets 1698,569) 612,835) 233,433 187.244 Net assets 281,978 236,311 Funds of the charity: Restrlcted income funds Restricted funds 16,067 5,631 Unrestricted income funds Unrestricted funds 265,911 230,680 Total funds 17 281.978 236,311 The fi'nancial statements on pages 15 to 31 were approved by the trustees. and authorised for issue on signed on their behalf by.. and A Barge Chairman The notes on pages 18 to 31 form an integral part of these financial statements. Page 16 Living Options Devon ststement of Cash Flows for the Year Ended 31 March 2024 2024 2023 Note Cash flows from operating activities Net cash incomel{expenditure) 45,687 {67,224) Adjustments to cash flows from non.cash Items Depreciation Investment income 29,423 (3,054 72,036 35,507 (377) (32,094) Worklng capital adjustments Increase in debtors Increasel(decrease) in creditors Increase in deferred income 12 1127,662) 13,473 72,261 (202,896) {28.752) 388,575 Net cash flows from operating activities Cash flows from investing activities Interest receivable and similar income Purchase of tangible fixed assets Sale of tangible fixed assets Net cash flows from investing activities 30,108 124,833 3,054 {28,978) 77 377 {22,062) (266) {25,847) (21,951 > Net increase in cash and cash equivalents Cash and cash equivalents at 1 Apnl Cash and cash equivalents at 31 March 4,261 102.882 397,717 401,978 294,835 397,717 All of the cash flows are derived from continuing operations during the above periods. Charity law prohibits the use of net cash inflows on any endowment or other restricted fund to offset net cash outflows on any fund outside its own objects, except on special authority. In practice, this restriction has not had any effect on cash flows for the year. The notes on pages 18 to 31 form an integral part of these financial statements. Page 17 Living Options Devon Notes to the Financial Statements for the Year Ended 31 March 2024 1 Charity status The charity is limited by guarantee, incorporated in England and Wales, and consequently does not have share capital. Each of the trustees is liable to contribute an amount not exceeding £10 towards the assets of the charity in the event of liquidation. The address of its registered office is-. Units 34 Cranmere Court Lustleigh Close Matford Business Park Exeter EX2 8PW 2 Accounting policies Statement of compliance The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice (applicable to charit18s preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)) (issued in October 20191 (Charities SORP {FRS 102)), the Financial Reporting Stsndard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006. Basis of preparation Living Options Devon meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless othepNise stated in the relevant accounting policy notes. Going concern The trustees consider that there are no material uncertainties about the charity's ability to continue as a going concern nor any signifi'cant areas of uncertainty that affect the carrying value of assets held by the charity. Judgements and key sources of estimation uncertainty The preparation of the financial statements requires management to make judgements, estimates and assumptions that affect the amounts reported. These estimates and judgements are continually reviewed and are based on experience and other factors, including expectation5 of future events that are believed to be reasonable under the circumstancas. Incom8 and endowments All income is included in the Statement of Financial Activities when the charity is entitled to the incom8 and the amount can be quantified with reasonable accuracy. The following specific policies are applied to particular categories of income.. Income from training and access audits is included as income in the period in which the relevant training s8ssion or audit visit takes pla￿. Donations and legacles Income from donations and grants, including capital grants, is included when these are receivable, except as follows.. .When donors specify that donations and grants given to the charity must be used in future accounting periods, the income is deferred until those periods. .When donors impose conditions which have to be fulfilled before the charity becomes entitled to use such income, the income is deferred and not included until the pre