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← Shared Lives South West

2024-03-31-accounts

shared lives,., west ANNUAL REPORT 2023-24 buildingrelationships*

building relationships

Contents

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3 Foreword
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ANNUAL REPORT 2023-24

22 Meet the SLSW Team

Foreword from the Chair of the Board of Trustees

Welcome to the Shared Lives South West Annual Report for 2023-24.

; 16 Highlights 2023-2024

Case Studies

Thriving in older age

10 Meet Luke Living life, his way

Making a real difference

e are delighted to be able to present this year’s Wannual report, emphasising the continued collaboration and mutual support between the Board of Trustees and the Leadership Team.

There so many inspiring stories of Shared Lives Carers making a difference to the lives of people supported, so selecting just a handful for the annual report is always a challenge! This year you can read about Ivor getting married and thriving on pages 8-9 as well as Luke who has improved many aspects of his life living with his Shared Lives Carer on pages 10.

You can also meet Shared Lives Carer Jo who has helped Florentina and Lynn be part of their local community and are living their best lives, you can read their story on pages 14-15.

There are also inspiring stories from Leon who has transitioned to Shared Lives and Emily on life after Shared Lives. Their stories can be read on pages 12-13 and page 11 respectively.

Our priority this year has been raising the profi le of Shared Lives with our local authority partners, generating growth, increasing our media profi le and achieving a balanced budget. Whilst this has been a challenging process, particularly as we had to say goodbye to some staff along the way, we are delighted to have achieved a small surplus and to have put the organisation on a stable footing for the coming years. More information on our fi nances can be found from page 30 onwards, and you can read about our organisational progress and plans on pages 28 and 29.

Last year we wrote about the ‘Growing Shared Lives’ initiative we launched, which aimed to put Shared Lives back on the agenda for local authority commissioners by setting out our vision to grow the service, improve the lives of people supported, and deliver much needed savings to Council budgets. The initiative was a great success as both Cornwall Council and Devon Country Council provided funding for projects that supported the recruitment of Shared Lives Carers, meanwhile partnership working has improved communication, raised the understanding of the service within adult social care teams, and ultimately

increased the referrals being made to us.

We closed the year with the exciting news that Shared Lives will feature prominently in ‘Accelerating Reform Fund’ projects across the region, which will see signifi cant money from the Department for Health and Social Care (DHSC) being invested into initiatives to grow and improve the service. You can read more about this on pages 4-5.

As always, we close by expressing our sincere thanks to all Shared Lives Carers, staff, trustees and volunteers for their hard work and dedication this year. Your contributions are the backbone of Shared Lives South West, and we look forward to continuing to improve and grow with your support. 

Dominic Spayne Christian Jenkins CEO at Chair of the SLSW Shared Lives South West Board of Trustees

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The Accelerating ReformFund The Accelerating Reform Fund is the largest investment in Shared Lives from central government in over a decade, with projects aimed at growing and improving Shared Lives taking place up and down the country, which includes the South West!

What is it?

The government set out an ambitious 10-year vision for how it will transform support and care in England in its December 2021 white paper ‘People at the Heart of Care’.

This vision had three objectives:

Desired Outcomes

Through the various initiatives covered by the Accelerating Reform Fund project, Shared Lives South West and our local authority partners are working to achieve the following key objectives:

• Develop an understanding of the potential carer market and identify effective me thods to deliver carer recruitment

A message from Dominic Spayne Chief Executive for Shared Lives South West

“

Through the fund, more than £200k of investment is expected, covering a wide range of activities supporting marketing, recruitment, research, training and engagement.

tailored care and support

To deliver these objectives, the government published a set of priorities for innovation, which included “community-based care models such as shared living arrangements”. It then established a £42.6m fund, designed to support innovation and the scaling of successful practices within adult social care.

A range of exciting projects in all areas of adult social care are now starting in every region across England, with a particular focus on unpaid carers and the use of technology.

In over half of the country there will be projects supporting the growth and development of Shared Lives, with an estimated £7m of funding coming into the model.

What is happening in our region?

Shared Lives has been selected as a priority in the region, with senior fi gures in the local authority expressing their desire to work together and support Shared Lives South West to grow.

Cornwall Council, Devon Country Council, Torbay and South Devon NHS Trust, and Plymouth City Council, are working together with Shared Lives South West on a range of initiatives aimed at:

This is the single most positive and collaborative project that Shared Lives South West have ever participated in, which could deliver lasting and sustainable support for Shared Lives in the region.

I am grateful for the support shown by our commissioning partners in the region for recognising the amazing work of Shared Lives Carers, and for demonstrating their commitment to the Shared Lives model. It is energising to be working hand-in-hand with commissioners who value the work we do, and who share our vision of a future with more Shared Lives happening in our local communities.

The Accelerating Reform Fund is a unique opportunity for Shared Lives South West to access specialist advice on recruitment, marketing, and population demographics, which will hopefully show us how to attract more fantastic Shared Lives Carers.

It is also an opportunity to improve our understanding of what changes can be made that will improve carer

recognition and support, so that we can help great carers to remain in their role.

Ultimately, I hope that the Accelerating Reform Fund will allow more people to access Shared Lives, and ensure that senior fi gures in local government continue to recognise Shared Lives as the best model of care available.

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RN e Why become gs -_ ll a carer? ? It is so much more than a job, it becomes a way of life and there are so many big benefi ts:

ff e e

Carer Pay

Shared Lives Carers, who are self-employed, are paid a weekly fee to support someone living with them long term, as well as a contribution toward rent and household costs, such as food, electricity, gas and water.

The fees vary depending on:

Carer Survey

We asked new carers what motivates them to become a carer, the overwhelming responses focused on:

We surveyed carers about what motivates them in the role and they had to pick up to two responses, 80 replied:

To become a Shared Lives Carer an assessment process is completed, which takes between six to eight weeks. Applicants will have to be willing and committed to the assessment process and have basic ICT knowledge, access and equipment.

Application & Assessment Process

The applicant and Assessing SLC will attend a virtual ‘Panel meeting’ (over video call) with up to three panel members. At this meeting, the panel does quality assurance and gives a fi nal sign off to the recommendation of the registered managers.

The process starts with an applicant completing and submitting an application form. After this, applicants receive a visit from a Shared Lives Coordinator (SLC) to ensure that they and the house are suitable.

Once Approved

An SLC will chat to the applicant and fi nd out more about them and ask questions about the role.

SLSW match the Shared Lives Carer with someone who is looking to use our services. Carers can support up to three people in their home dependent on having enough spare rooms available.

SLSW is looking at getting a very clear picture of who the applicant and members of their household are and what they would bring to the role.

Carers are supported by an SLC, they carry out a variety of tasks including:

Following the visit, if it is successful, the applicant will be taken through the full assessment process. This involves the applicant completing an assessment workbook, providing references and DBS checks.

As part of the assessment applicants will need to complete mandatory training which is supplemented by professional discussions by the Assessing Shared Lives Coordinator.

Using this information and meetings/discussions, an Assessing SLC will create an Assessment Report. This is then audited by a registered manager and signed off by another registered manager. The assessment report is

hared Lives Carer Yasmin SChown is loving her role as a Shared Lives Carer and would recommend the role to people thinking of applying. Yasmin became a carer at the end of 2022 and now supports David, who moved in four months after she was approved to be a Shared Lives Carer.

“I would be happy to encourage anyone with the desire to help people with or without a background in care to look at Shared Lives,” said Yasmin. “It’s a very fulfi lling job to have and the benefi ts of working from home are great. You get support and training. If you have a spare room, I would say enquire and see if this could be for you. I was inspired to become a Shared Lives Carer from experiencing and seeing my friend at work, who is a Shared Lives Carer. I got to see fi rst-hand what Shared Lives is all about, how rewarding it is and how person centred it can be.”

Yasmin, like all carers, went through a thorough assessment process and training.

“I honestly can say the process, for me, was quite straightforward and interesting,” she said. “I felt very supported by the Cornwall Shared Lives team throughout. My Shared Lives Coordinator Rachel has been totally supportive from the beginning. She walked me through everything, helped me match with my long-term person and continues to support us both. The Funding and

Shared Lives also has a buddy system where new carers can link with an established carer to share knowledge and offer support, which Yasmin found useful.

“Tracey Chase was my Shared Lives buddy, we were already friends so this helped a lot. She is my go-to for real insight and help if needed,” said Yasmin.

Yasmin has seen big changes in David since he moved in. He’s now proud of how he looks, he’s made friends and she encourages him to socialise.

“He is a much better version of himself, and he feels accepted and cared for. He is enjoying his best life,” she said proudly.

Yasmin is enjoying sharing her life with David.

“We love going out for walks. David especially enjoys it when we take my son’s dog with us,” she said. “Shopping is another favourite

activity. David enjoys music, as do I so we are always singing in the car. We have just returned from a fi rst holiday for David. He had never been on a plane and had never been abroad before. David also enjoys helping with gardening at home and helping my partner

then shared with the applicant and panel members. Benefi ts team are always available at the end of a phone.” with his van.” ~~BR~~ 6 www.sharedlivessw.org.uk Follow us ~~i~~ E DM 7

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fairies iy: y Ivor &Carol A romantic day to remember took place in one Shared Lives household in Somerset in September.

vor who uses SLSW services and lives with Shared Lives ICarers Rachel and Fran Bunce, married Carol, who is also part of the household and is Rachel’s sister.

said Rachel.

“He explained they went to school together and I told him that Carol was my sister.”

“Carol is a friendly person and I am shy. We bring the best out in each other,” said Ivor. “Everybody likes Ivor. He’s clever and is very kind,” said Carol.

Then during the pandemic, Carol who was living independently in Bridgwater, came to stay with Rachel and Fran as her support needs changed.

Thanks to being so well known in their local community, hundreds of people sent their good wishes on their engagement news on social media in the run up to the big day.

Over time, the temporary stay became permanent and her relationship with Ivor grew.

“They became companions and started doing a lot of things together,” said Rachel.

They also enjoyed a joint sten party at their day service, complete with balloons, decorations, food and personalised T-shirts.

“Then one day on a Zoom meeting with Carol’s vicar, the vicar said to Carol ‘who is this young man who has been with you on these meetings?’ and they introduced themselves as boyfriend and girlfriend.”

The couple married on September 9 at Huntstile Organic Farm. The venue is where Carol grew up with her family, so holds a special place in her heart.

During the pandemic they developed their incredible art skills, along with Peter who also is supported by Rachel and Fran. Their love for art continues and they still spend a lot of time creating beautiful paintings and prints. Their work is so admired, that they have set up an online store selling their designs on T-shirts and as prints.

They met originally when they went to school together, but it wasn’t until many years later that they met again and love blossomed.

“Ivor moved in with us in July 2019 and we had a rogues gallery of photos as you come into the house. Straight away he pointed and said ‘I know her she’s called Carol’,”

They also raised more than £2,000 for Shelter from sales.

As well as art, they enjoy days out together on the bus, eating out and also like going to the cinema. It was actually a trip to the cinema that prompted the engagement.

“They have so many messages and cards, it’s been lovely to see.”

Due to so many people knowing them, they enjoyed a lap of the area - taking in North Petherton, Bridgwater and Goathurst - in a Land Rover after the wedding and people came along to see them and wish them well.

“We went to watch a fi lm and there was a wedding scene in it,” said Fran Sutton, Carol’s sister.

“We talked about it and they both said it was their favourite part. From that Ivor said he wanted to marry Carol.”

Following the wedding, the house make up changed. Prior to the wedding, Carol and Ivor had their own rooms, but that altered after the wedding.

“I moved into Ivor’s room once I am his wife,” said Carol.

From that moment the ball started rolling on the engagement and Fran and Rachel spoke to the couple to ensure it was exactly what they wanted.

“We turned my room into a living area for us.” 

Neither could wait to get a ring and a day out was planned in Wells, which is where Ivor suggested to go to buy it.

“We got a silver and sapphire ring,” said Ivor.

“It was the one I picked,” said Carol.

They celebrated with a glass of champagne and photos at Bishop’s Palace.

Using their art skills Ivor and Carol created and designed the offi cial wedding invite.

“

T heir love for art continues and they still spend a lot of time c reating beautiful paintings and prints. Their work is so admired, t hat they have set up an online store selling their designs on T -shirts and as prints.

Their wedding day was centred around them and their wishes, with Carol picking her beautiful dress and Ivor selecting his suit.

“She was specifi c that she didn’t want a long dress with a train, as she’d trip over and she said she didn’t want ‘that thing that goes over your eyes’ [veil],” joked Rachel.

“Ivor picked a lovely blue chequered suit and he looked like a Rockstar!”

They also picked their own music for the ceremony and fi rst dance, and visited the registrar in the run up to the big day. The happy couple also wrote their own meaningful vows. Fran was Best Man and Peter was ring bearer at the special day.

“Ivor and Carol made lots of choices and there is a lot planning involved, it was exciting and absolutely joyous,” said Rachel.

We wish them both every happine ss! aS

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Luke& Julie With the right support Luke has blossomed living with his Shared Lives Carers Julie and Tommy Hughes in Paignton.

e moved in a year ago and has slowly worked on his Hmental health, and is thriving.

Julie, his Shared Lives Carer, has seen a huge difference in Luke in the time he has lived with her.

“He was very anxious when he fi rst moved in, but over time that has decreased,” she said. “It’s rewarding to see him blossom and help him to get on the right track and grow in confi dence.”

“Moving in here is the best thing that has ever happened to me,” he said.

He’s now working at CentrePeace, support hub, in the town and is part of the local community.

Luke has lived in various supported living environments, but this is the fi rst time his has lived with a family for a long time.

“I’m buzzing and so positive about my future. I’ve found a job at CentrePeace and do waitering and am a kitchen porter. I’m there every Monday, Tuesday and Thursday. People there appreciate me which is nice.”

“I like living here with Julie and Tommy as I get to chill and have reinvented my life, if I want to read a book or

Through his job, he has made friends and has a social circle. “ “I’ve made lots of friends in I really enjoy Tai Chi and Paignton,” he said. “I meet with my friend Sarah and may have fi nd the benefi ts amazing a curry and a beer and alternate and I also practice in my by going to watch live music.” room too.

listen to music I can and I have my own room. They are so helpful,” he said. “The library is nearby and I can manage my emails and correspondence and get things done. My independence has improved and I can walk to pick up my medication. Before, I was put in different care homes and stressful living environments, whereas this is similar to the lifestyle I had living with my family and I am happy. I can see me living here for quite some time and in the future I’d like to get a fl at of my own. Julie and Tommy have facilitated everything for me and I see this as a stepping stone.”

Luke’s mental health has also

improved as he’s taking his physical health seriously.

“I regularly visit Torbay Leisure Centre and go to the gym, I like going for long walks and enjoy swimming in the sea. I even did a sponsored swim for CentrePeace,” he said. “Eating nice, good food that Julie and Tommy do for me, along with exercise has seen me lose three stone in weight. I’m trying to look after myself.”

Throughout his time living as part of the Shared Lives household, Julie and Tommy have helped him with communication skills, prompting and the encouragement he needs to live his fullest life.

He has also started Tai Chi lessons and loves it.

likes like the perfect holiday, so I am putting money aside for that now. I deserve a holiday and it’s nice to have something to look forward to.”

Lucy Gough, his social worker from Torbay Social Care Team, added: “Luke lived in 24 hour residential placements and supported living accommodation prior to Shared Lives. He was in a care home in Dawlish where he asked to remain as he felt settled there. It was evident that Luke had the potential to live in a more independent setting and expand on his skills. Despite Luke’s nerves around the big change, Luke saw the benefi ts of living with a family and back to an area he was familiar with.

He agreed to making the big step to move to Shared Lives from the care home. Luke was nervous initially and was used to some tasks being done for him. With prompting, Luke has gradually developed skills in doing more for himself such as tidying his room and his laundry.

Since being in Shared Lives, Luke’s life and wellbeing has improved greatly. Luke has returned to volunteering at a local café which is a short walk from his Shared Lives placement. He has reconnected with old friends and also expanded his social circle.

Most importantly, Luke has reconnected with his family and went on a trip away with them which he has not done for several years. This has been a goal that Luke has been reaching towards for a long time. I believe as Luke’s confi dence has increased, this has enabled him to arrange social outings with others.

Luke has been eating healthier and had support from his carers with portion control and he has also joined the gym, which he attends regularly as well as groups such as yoga. Luke has achieved his goals to become fi tter, healthier and lost weight as a result.

He has been wishing to book a trip to Germany for a long time, but did not feel confi dent doing this. The Shared Lives Carers identifi ed “Jolly Holidays” where Luke can attend Germany with a group of other people (on a coach). They supported him to look into this and book the trip. This is a massive achievement for Luke as he has successfully learnt German online and he wishes to utilise these skills in Germany.

Luke lives in a very friendly environment. He gets on well with the other two residents and very well with the Shared Lives Carers. He likes his room and lives in a clean, tidy and spacious environment. The location which is situated right next to the bus, train station and the library is also incredible. This further encourages Luke to take bus and train trips out to places that he enjoys visiting. Luke also enjoys reading and using the computer at the library.

In summary, Luke’s independent skills and his mental and physical health has massively improved since being in this shared lives placement. His confi dence has grown and he is consistently telling everyone how happy and content he feels. I believe this setting is perfect for someone with

Emily

Emily moved out of her Shared Lives household 5 years ago and thanks to having great foundations she’s thriving on her own.

he lived with her Shared Lives Carers for 11 years Sand they supported her with travel training, cooking, cleaning and her doing her own washing in order to help her to have the skills to live on her own.

“I don’t think I would be where I am today if it wasn’t for my Shared Lives Carers and it was a stepping stone for me, ”said Emily. “My carers were hesitant and discouraged me from moving out to start with, but shortly after they said to me it was the right decision for me. We are still in touch. I think of Ellie, who is the daughter of my carers, as a sister, we get on so well. I feel proud of how far I’ve come and love my life.”

Emily is extremely content and loves her own independence. “It’s central I can get to the train and bus station and I have everything I need,” said Emily.

She enjoys nothing more than being at home watching musical fi lms and meeting up with her friend Charlene each week, who was also supported in Shared Lives.

Work is also important to Emily and she’s currently a cleaner for the NHS and she is trying to further her skills studying Maths at South Devon College.

Looking forward to the future Emily wants to continue to live her life, her way. “I’d like to do an apprenticeship as a healthcare assistant in the future,” she said. “I’m also looking forward to being an auntie as my sister is expecting.”

When asked if someone should move into Shared Lives, Emily was encouraging with her response. “You have the comfort of a family who will support you,” she said. “My parents also thought a lot of the Shared Lives South West Funding and Benefi ts team, who were brilliant with my

“I really enjoy it and fi nd the benefi ts amazing, and I also he feels. I believe this setting is perfect for someone with Funding and Benefi ts team, who were brilliant with my practice in my room too,” he said. “I want to go to Germany and have found what looks Luke’s needs.”  fi nances and tax benefi ts.”  ~~CR~~ 10 www.sharedlivessw.org.uk Follow us ~~Og~~ E DM 11

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on and Cheryl started out in fostering many years ago and fi rst met Leon briefl y when he was fi ve years old. J He was one of many children with disabilities that the couple provided support and respite for over the years in their Torbay home.

The household, which also includes Jon and Cheryl’s teenagers Esther and Simeon, includes Leon, now 19, in the many fun things they do.

“We’ve had two breaks away in accessible properties, one with a hot tub,” said Cheryl. “It’s good to be able to give Leon these opportunities.”

Leon started coming for regular respite aged seven and by the time he was 13 he needed somewhere to live long term. “He was either going to be moved out of area or put in a care home with older people, so we said it made sense for him to live with us,” said Jon. “We wanted him to be near his family and his school, where he was settled.”

“We’ve also been to a theme park where he went on a rollercoaster,” said Simeon, 16. “Leon didn’t like it, but at least he experienced it. He prefers the rides like the log fl ume. Having people stay with us has been what we’ve

done my entire life. People have come and gone, but Leon is here to stay.”

Cheryl says that their children’s friends have all met Leon over the years. “They all know Leon and it’s helped them understand more about disabilities,” she added.

When he fi rst moved in with the family Leon was withdrawn, but over time he has come out of himself, thanks to the support of Jon and Cheryl and living as part of the household.

“He was happy to curl up on the fl oor and wouldn’t clock you when you walked into a room,” said Jon. “To start with he would shout and Simeon gave him the nick name Loud Leon. The shouting was repetitive and constant.”

“He’s changed so much and even by the fi rst parents’ evening at school after he moved in, we were told he was making eye contact and engaging with people. He’s changed and grown so much. He has done so much more than anyone thought he could,” said Cheryl proudly.

“He now shows empathy, which is amazing. Recently his friend at school was having a bad day and he bum shuffl ed over on the fl oor next to him and put his arm out,” added Jon. “This is a big thing. We are looking after his wellbeing and trying to give him the best life we can.”

Over the years Simeon and Esther have loved spending time with Leon and being in the house, but soon the dynamics will change.

Esther, who has used the skills she’s learnt at home to help her in her Saturday job supporting young people with disabilities at a local club, is off to Plymouth University soon to read Marine Biology and Simeon, is hoping to have a career on stage.

“I love Leon and I like seeing him happy,” said Esther. “Having Leon here and other young people is all we’ve ever known, it’s normal to us.”

“

Having people stay with us has been what we’ve done my entire life. People have come and gone, but Leon is here to stay.

Leon’s days are currently full with going to school, but this will soon change when he leaves due to his age.

He’ll be going to Hollacombe * Community Resource Centre a few days a week and Jon will be taking him out shopping, swimming and learning life skills. He Leon receiving his Ten Tors also still sees his mum Jubilee Challenge Medal regularly each month.

One of Leon’s proudest achievements in recent years was completing the Ten Tors Jubilee Challenge on Dartmoor. It was a new experience where Leon slept the night in a tent and completed a one-day navigated walk around Dartmoor National Park. It is designed for young people aged between 14 and 21, with a range of challenging conditions, who complete one of several routes suited to their abilities.

Jon and Leon also completed a gruelling 21 mile walk from Dawlish Warren to Exmouth in six hours to raise money for two sensory rooms.

“Leon was still smiling at the end and really enjoyed it,” said Cheryl. “I was not smiling at the end,” joked Jon.

When Leon reached transition age it was a challenging time due to red tape and moving to adult services, but the family is happy they moved to Shared Lives as it has meant Leon can stay in the place he has called home for more than six years.

“We had to apply to become Shared Lives Carers and go through the process, and it was all last minute,” said Cheryl. “Nothing was going to change for Leon, but legally we had to make sure all the boxes were ticked. Since moving over to Shared Lives we’ve had support through the assessment process with coordinator Fiona who was helpful, and we now have Holli Youster as our coordinator. We are lucky that as Leon has been with us for so long we don’t need a lot of help, as we just get on with it as he’s part of the family.”

The whole household is extremely humble about giving care and support in their own home as Shared Lives Carers.

“We’ve just opened up our home and given Leon opportunities and seen him achieve things he may not have had the chance to do,” said Jon. 

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:
espite having very different needs, Jo is on hand to
Densure they are supported and in her words they are
‘blossoming’.
Around 18 months ago Florentina’s life was very different.
She was living in a hotel and her mental health was
Florentina suffering. Fast forward to now and Florentina, who is from
Jo
Romania, has transformed her life. Thanks to the help of Jo
and her own self-belief, she is working two jobs, managing
her own fi nances and catching buses on her own.
&
pe ee
Lynn
“Jo talks to me when I’m feeling down and is a big
emotional support to me,” said Florentina. “She has a very
Thanks to great support from Shared Lives kind heart and helps me so much. Jo is like a mum to me
: peeing sreae ee eae
Case
Study
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“Jo talks to me when I’m feeling down and is a big emotional support to me,” said Florentina. “She has a very kind heart and helps me so much. Jo is like a mum to me and we live as a big family.”

“With Florentina it’s been harder for her to call to arrange appointments for example with the doctor, as there is a language barrier as she didn’t speak a lot of English,” added Jo. “In the last year she has learnt so much English and her understanding is amazing. She has come on so much and I’m extremely proud of her. I helped her get her jobs and it gives her a purpose and something to get out of bed for. I’m always there in the background to support her. A lot of the time it is with late night chats putting the “ world to rights if her mental health dips at all. Now she is cooking and networking with working, the mental health team and Shared Lives. She is in a secure, safe place.”

I’d recommend being a carer, the house feels full and the friendships that are made make it is so rewarding. It’s not all rosey, but the good times outweigh the bad for sure.

“Slowly I’ve become part of the community, ” chipped in Florentina. “I want to continue to be safe, happy, healthy and maintain my mental health and work.”

and the friendships that are made make it is so rewarding. It’s not all rosy, but the good times outweigh the bad for sure. It’s daunting coming to someone’s house to live, but we build the bond, friendship and trust and we become a family. We also get great support from our Shared Lives Coordinator Megan and the rest of the team, you only have to pick up the phone to the offi ce and someone will call back and answer any questions you have.”

“It’s really changed her, she is a strong girl now,” said Jo proudly.

Florentina gets on well with Lynn, who Jo also supports. Lynn has lived with Jo for fi ve years and has a learning disability. Lynn has a great life and loves going on holidays, walks with the dogs and goes out most days.

“This is my home and I am happy,” said Lynn. “I like helping at home and wipe the table down and put my plate in the dishwasher.”

Over the years Jo has supported many people who have gone on to live independently and is still in touch with many of them.

“They become family,” she said. “Lucas, who I supported has gone on to Exeter University, and always comes to see us when he’s on a break. I’m extremely proud of what he’s achieved. If we can bring happiness into the lives of everyone we support and each other, we are doing a good job.” 

“We all do our bit and come together in the house,” added Jo.

When not at home, Lynn loves to go to Sing and Sign and enjoys going to Kehelland where she does gardening and also attends kick boxing classes!

Lynn also couldn’t wait to tell us about the recently holiday she went on with Jo. “We went to Cyprus, it was really sunny,” said Jo. “Lynn loves her holidays and enjoyed going on a coach holiday last year to Norfolk and saw Father Christmas. She loved it so much we are thinking about booking again this year.”

A big thank you to our IT Offi cer Mariana Wilson who is from Rom ania and was able to attend the interview and translate for Florentina.

It’s been 15 years since Jo became a Shared Lives Carer after previously fostering. “I’ve never looked back,” she said. “I’d recommend being a carer, the house feels full

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im
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ThisYear’s Highlights

We held carer meet ups for Shared Lives Week and throughout the year. So many households came together with SLSW staff to have a good catch up!

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JUNE
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A meet up at the Donkey Sanctuary, Sidmouth.

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AUGUST
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Shared Lives South West CEO Dominic Spayne and Team Leader Edward Bunce-Phillips had a special day in London at 10 Downing Street. They were part of a collection of people from social care, being thanked and recognised by the minister for social care.

Huge congratulations to Ivor and Carol who got married in Somerset . Ivor uses our services and Carol is the sister of Ivor’s Shared Lives Carer Rachel. SLSW Team Leader Amanda Maggs and SLSW Coordinator Jean Harper were invited to the special day.

We wish Ivor and Carol a lifetime of happiness!

A Plymouth Shared a Lives household were on the television featuring in a news feature for BBC Spotlight.

We took part in the Christmas tree festival in Exeter. Our tree was one of 30 that have been decorated by various charities and organisations in the Princesshay shopping arcade. We have been selected and taken part now for numerous years.

ITV News West Country fi lmed a Shared Lives South West household! Shared Lives Carer Mel Thomas along with mum Abby, who she supports, were interviewed. They feature alongside Abby’s daughter Isabella. SLSW Team Leader Ed Bunce-Phillips was also there to talk about our care model along with Dr Andy Virr, Portfolio Holder for Health and Social Care at Cornwall Council.

A big thank you to reporter Kathy Wardle and ITV West Country!

It was announced that Shared Lives South West would receive a funding boost from the government’s Accelerating Reform Fund. Working with local authorities on the bid, the cash injection will aim to expand community-based care models such as Shared Lives.

Minister for Social Care Helen Whately said: “I’ve seen fi rst hand how Shared Lives helps people who need care, and I’m delighted this funding will scale up support and make an even bigger difference for more people across the country.”

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Working with us At SLSW we recognise that creating a great place to work which attracts and employs people with the right values, skills and experience is not just the right thing to do, but crucial to meeting the organisation’s vision and purpose.

From listening and learning about why people choose to work at SLSW we understand the benefi ts of a total reward approach and are proud to offer the following employee value proposition.

Culture

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Benefi ts
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Pay
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•
Regular benchmarking
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People & Culture Strategy

We consider ourselves different to most employers as we put people and culture at the heart of all our decision making. Everything about our people and how we work is governed by our People and Culture Strategy.

Our strategy has four themes:

Resilience Wellbeing Recruiting the right Inclusion Creating a Leadership psychologically safe people, and supporting Embracing, promoting Creating emotionally and supportive work and developing and celebrating intelligent Leaders who environment, and employees to create diversity and inclusion champion our culture a robust and agile taking a proactive and and values workforce preventative approach to all forms of illness

Some highlights from the last year:

We have trained all leaders in mental health fi rst aid, continued with wellbeing hour, reviewed occupational sick pay and broader wellbeing support.

We continued our commitment to openness, transparency, and collaboration through monthly staff forums, working groups and seeking feedback.

We’ve made team connection a key focus across the organisation by supporting staff to spend more time together.

Worked towards becoming a Disability Confi dent employer and increased our support to ED&I events.

In our December 2023 anonymous staff survey 97% strongly agreed or agreed that they would recommend SLSW as employer. We asked: How would you rate your overall experience as an employee of SLSW? Our staff said: 8.6 out of 10

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Working with us Trustees

The SLSW Board of Trustees supports the organisation in its governance role, though strategic planning support and as ‘critical friends’ to the Leadership Team.

rustees are offered an opportunity to have a real and meaningful Tinvolvement in what the organisation does.

What is required

How Share Lives South West supports trustees

Why Shared Lives is so great… Working with Tim us Southern Trustee “I think Shared Approval Lives is a successful model of care and Panel

Why Shared Lives is so great…

“I think Shared Lives is a successful model of care and support because

To support best practice Shared Lives South West recruits a panel of volunteers who act as a quality assurance process to support the approval and de-approval of SLSW Carers.

it achieves what everyone wants and deserves; an ordinary, fulfi lling life shared between people who form strong and lasting relationships.

There are tangible rewards for people who live or stay with Shared Lives Carers and for Shared Lives Carers and their families, making it the only genuinely mutually benefi cial kind of adult support.”

ver the years we have had the privilege of welcoming panel Omembers with a variety of different backgrounds including family carers, health and social care practitioners, people who have lived experience of receiving support and fi nance professionals.

All sharing one purpose to support Shared Lives South West in making a positive impact on the lives of people.

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Dominic
Myers
Trustee
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What is required

“For me special words of appreciation to all of the amazing

Carers who open their homes making the lives of those they care for so much richer and better.

How Share Lives South West supports panel members

Shared Lives provides so many inspiring stories of improving the lives of vulnerable people supported by their carers, and the amazing employees who make our charity such a privilege to be a part of.”

Meet some of the panel …

Marian Bartlett Panel Member “I joined the approval panel as I wanted to be involved with the organisation as I could see the great work that it was doing for the community. I also wanted to use my skills from my background in education for this part-time role.

I enjoy working on the panels, as I get to meet the great people who are applying to SLSW at the start of their association. It is very pleasing and rewarding to be part of the process of approving people who are willing to give their time and support to such a great cause.”

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Ben Edwards
Panel Member
“While the
approval panel
is an audit,
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governance and internal controls piece it is still hugely rewarding. To provide the oversight which ensures that those who Shared Lives South West help are matched with carers who have been thoroughly vetted and have met all of the necessary requirements is vital and comes with a sense of fulfi lment which is shared by all SLSW volunteers.”

To fi nd out more about these roles, the recruitment process and how to join us as a volunteer visit our website and download an information pack.

Alternatively contact our team on: 01626 360170 or email people@sharedlivessw.org.uk

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Scan here to
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Trustees - Tim Southern, Lesley Stacey-Marks, Maureen Read, Dominic Myers and Michael Knight

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Meet the
This is the staff team
that works with and
supports the Shared
Lives Carers across
Cornwall, Devon and Becky Shepstone
Team Leader Cornwall
© shared Somerset. ap f J 2
Dominic Spayne
Team Chief Executive Offi cer Amanda Maggs Donna Bounden
Team Leader Somerset Funding & Benefi ts Leader
& lives sett a = ra
a
Claire Connor Betsi Filbey
SL Coordinator Administrator
Chrissy Goodridge Penny Gibson Alison Langmead
SL Coordinator Administrator Senior Funding &
Benefi ts Offi cer
Laura Maker Rose Gapper Edward Bunce-Phillips
People & Culture Leader Team Leader Devon Team Leader Devon
Megan Parkes Chloe Boyd
SL Coordinator Administrator
| Fal co 2
Jean Harper
SL Coordinator Sarah Thompson
Funding &
Benefi ts Offi cer
Ali Kingdon Dawn Gilingwater Fiona Glanvill Claire Young Sarah Robinson
Finance Manager Communication Offi cer SL Coordinator SL Coordinator Administrator
: , . 3 " Rachel Moore
SL Coordinator
5 b
Anne-Marie Carmichael
m4 | SL Coordinator - Cara Humm co
Funding &
Mariana Wilson Claire Waring Charlotte Williams Sharon Button Nicholas Jessup Benefi ts Offi cer
IT Offi cer People Team Assistant SL Coordinator SL Coordinator Administrator
Joanna Small
SL Coordinator
Hayley Nicholls
28 & RA & SL Coordinator "
Scott Knight Sophie Essex Holli Youster Sheryl Beaumont Sam Baxter
Finance Offi cer Community Engagement Offi cer SL Coordinator Shared Lives Assistant Administrator
Jenny Butt
SL Coordinator
| |
7
| & fi ii ;
Simon Doughty Gemma January Sally Smith
Finance Assistant Community Engagement Offi cer SL Coordinator
Mary Stewart
SL Coordinator
Information correct at time of publication
BC & 22 www.sharedlivessw.org.uk Follow us E DMM 23
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Locations of people supported

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eS
supported
64
Statistics People
10 other local authorities 3% 21%
4 Self-funders 1% 83
People
be Total Users: 311 27%
2023/24
11
115
Our carers People
People 4%
enquiries 39 carers approved 16 total carers +5 36% Y Users 24
8%
579 applications 21 carers leaving 290 change
a se ;
OTD
Long-term
O41
placements
fAD
Locations of SLSW Carers
starting Client Autism & Learning Disability 215 People who
be Total Carers: 290
35 use our
group Mental Health 43
leaving short break
Physical Disability 16
40 & Older Adult & Dementia 15 services
in total Somerset 2022-23
oe
57 Carers Sensory Impairments 15
311 20% 136
a Acquired Brain Injury 4
change Devon ™ oe 2023-24
80 Carers Parents With Learning Disability 3
143
-5 28%
a & 5year trend
Plymouth
Cornwall
12 Carers 311
122 Carers 4% & 2023-24 290
41% |
Torbay 316
/ 2022-23
19 Carers 285
7% |
324
2021-22
291
338
2020-21
302
341
2019-20
311
||
0 number of people supported / carers 350
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Strategic Plan

Our vision sets an aspiration of the future we want to achieve, whilst our purpose articulates why the organisation exists and why our people want to work with us.

Our values affi rm what is important to us by infl uencing our culture and driving the way we all work and communicate. With a clear purpose and strong values, the organisation is well placed to bring its vision to life.

Our Vision

[Jo Shared Lives South West a Strategic Themes Our people .

Our people - We will maintain a strong and resilient workforce, capable of delivering our strategic vision, by delivering a people and culture strategy focused on resilience, inclusion, wellbeing and leadership. We will use our fl ourishing value-based culture to bring all staff, carers and volunteers into the organisation whilst recognising the unique differences in roles and responsibilities.

The people we support - We will empower the people supported in Shared Lives to exercise their rights, make choices in their lives and have their voice heard. Where people are unable to do so, we will advocate on their behalf, ensuring that everyone can maximise their personal independence and give them a feeling of self-worth.

Environment - We will inspire staff, carers and the people they support to make worthwhile and meaningful contributions in time, skills and experiences, to local communities and the environment, ensuring the organisation has a positive impact on the world around us.

Innovation - We will adapt and evolve our services to meet the changing demands of our commissioners and protect the future stability of the organisation. We will strive for continuous improvement by exploring new technologies and commercial skills, and improving processes and procedures, to become more effi cient and effective.

Collaboration - We will grow out of the pandemic by working in partnership with commissioners, regulators and other organisations to meet the changing needs of the health and social care sector. We will monitor our performance by pursuing feedback, recognition and accreditation, evidencing we are the leading Shared Lives provider in the country.

To be the leading Shared Lives provider in the country

Our Purpose To make a positive impact on the lives of the people we support

Shared Lives South West Principles of Growth

The Board of Trustees and Leadership Team recognise the value and importance of growth in sustaining the organisation and meeting its charitable objects, and set the following principles of growth to support future decision making.

Our Values

Putting CARE into everything we do…

Community

Working together with a shared purpose and belonging to achieve common goals

Resilienceesilience

Equityquity

Autonomy Resilienceesilience Equityquity Empowering people to Building the strength Enabling people to take ownership and and character to have equal access to accountability for embrace change and opportunities in life decision-making challenge

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Organisational Environment Progress

Community & Environment Strategy – We collaborated with staff on the themes and content of the strategy, which will be delivered at the July Board meeting.

Our people

Innovation

Carer Engagement – We listened to carers and m ade Carer Fees and Paid Respite a key issue in communica tion with local authorities, with Plymouth City Council bei ng the frst to offer three weeks respite from November 2023. Regional Carer meetings returned, with recent m eetings utilising a ‘networking marketing’ approach to how carers can support future carer recruitment. In recent months a new approach to new carer induction was launched, whilst we are still working on the creation of ‘Carer Champions’ and other initiatives that will support carer engagement.

Carer Recruitment – Signifi cant work has been carried out around carer recruitment including the creation of ‘brand guidance’, training staff on how to sell the service, developing a ‘network marketing’ strategy, and then a full marketing strategy.

Data Management – We set up a working group to scope the work needed to map out and improve our entire data management framework, ultimately concluding the project needed more resources than we could allocate, so the work was deferred a year.

Carer Training – Through a staff-led Care Training team, we developed new training packages for staff to deliver to carers, allowing us to move away from the e-learning platform, which was only adopted as a result of the pandemic.

Carer Approval – We reviewed all assessments,

updated guidance, and made improvements and changes to the assessment process, guidance, and our database. We continue to monitor the assessment process, exploring any potential improvements that are identifi ed.

ee t_1*5 fas

“

Performance Resilience – Signifi cant work has been done around understanding individual staff performance, reviewing staffi ng structures and introducing a structure for self-managing teams. Whilst the work outlined has been completed, this is by no means a resolved issue and new items will be carried forward.

We conducted a survey of the families of people supported to seek their input on the service

Referral Generation and

Management – We made improvements to how both the database and website support referrals, which staff have now adapted to. There has also been a lot of progress made with local authority partners in terms of

ensuring good referrals are being made, and that the service is understood by council staff.

The people we support

Giving People a Voice – After initially considering a physical handbook, we instead began creating a series of exciting AI driven animated videos that will provide people supported with guidance and information on the services we provide. We conducted a survey of the families of people supported to seek their input on the service, and are considering ways to involve people supported in the assessment process.

Collaboration

Local Authority Engagement – We were able to get funding from two local authorities for ‘Growing Shared Lives’ initiatives, and then worked across the region to ensure Shared Lives was included in DHSC funded ‘Accelerating Reform Fund’ projects, which are the focus for the organisation in coming years. Engagement with local authorities is the best it has been in a decade.

Review of Support Plans – We embedded the process of maintaining support information and producing support plans into our bespoke service database, ensuring that support information is easily accessible, kept up-to-date, and new support plans can be generated quickly.

Quality Assurance – In preparation for a potential CQC inspection, we have focused a lot on our ‘service review’ process, making many updates and improvements to service delivery. We have also begun consideration of applying for or implementing an accredited quality assurance framework.

Organisational Plans

uture plans are dominated by the DHSC led F‘Accelerating Reform Fund’, with major projects planned in both Devon and Cornwall, which could see up to £250k of investment into the service in the following year, primarily to increase Carer recruitment.

Innovation

Marketing Strategy – We will Introduce a full strategy and work plan that captures and enhances the organisation’s approach to increasing awareness of the model and how we recruit staff, carers and volunteers to work with us.

Alongside this, our objectives for 2024-25 will be:

Our people

Data Management – We will review all technology and processes used in collecting, storing and sharing organisational information, and implement a clearer system where all information is accurate and accessible, and processes are understood by all staff.

Self-Managing Teams – We will deliver individual and group training to support staff teams towards great self-management, with clear guidance on new ways of working, and a programme of facilitated team development.

“

Carer Satisfaction – We will create a mechanism to establish the level carer satisfaction, then explore initiatives that improves satisfaction, considering engagement, connection, recognition and wellbeing.

We will work with partners in adult social care, carers, and people supported, to review and improve the approach to supporting people to - achieve their desired outcomes

The people we support

Outcomes – We will work with partners in adult social care, carers, and people supported, to review and improve the approach to supporting people to achieve their desired outcomes, ensuring the recording and monitoring systems demonstrate the positive impact the organisation makes.

Accessible Information – We will promote equality and inclusion by making sure that relevant organisational information is accessible to everyone, regardless of their disabilities.

Environment

Collaboration

Accelerating Reform Fund – We will work with our partners in the local authority to design and deliver projects that grow Shared Lives, funded through the DHSC ‘Accelerating Reform Fund’.

Community & Environment Strategy – We will launch our fi rst ‘Community and Environment Strategy’, as a clear statement of our intent to make a positive impact on the world around us.

Social Value – We will develop an understanding of latest local authority expectations around delivering ‘social value’ through service contracts, and introduce initiatives that ensure the organisation is well placed for future tendering processes.

CQC Inspection Readiness – We will ensure that the services we deliver, and the way we monitor quality, improvements, and feedback, is of a suffi cient quality to maintain or improve our ‘Outstanding’ rating in any future CQC inspection.

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Trustees Annual Report

year ended 31 March 2024

Income Expenditure Our primary source of income is from the Expenditure (excluding payments related fi ve Shared Lives contracts we have with to care and support) increased by Care & Support local authority commissioners in Cornwall, £24,720, equivalent to 1.33% compared Expenditure Devon, Plymouth, Somerset and Torbay. to last year. This was due to uplifts in 75.62% Income (excluding income related to salary rates in response to the cost of care and support) increased by £142,573 living, greater Carer respite costs and equivalent to 8.17% compared to last year, additional marketing costs associated due to uplifts in contract rates. to project work. Care & Support Income Total 75.62% Expenditure £7,724,310 Total Income * This is paid directly to our network of Shared Lives Organisational Costs £7,743,727 Carers for the provision of placements to people 24.38% using our services. ** Breakdown of Organisational Costs Expenditure £7,724,310 Care & Support Organisational Fy Organisational Income Expenditure ~~O~~ *Costs 24.37% £5,841,414 £1,882,896 Donation Income Organisational Costs 0.01% Staff Costs £1,295,173 68.78% a> ~~———~~ Salaries, pensions & National Insurance Establishment Costs £189,145 10.06% Income £7,743,727 Property costs, offi ce costs, mileage and travel expenses, marketing and advertising, depreciation and ITC costs Care & Support Organisational Income Income Fees and Charges £54,615 2.9% Insurances, legal fees, accountancy fees, consultancy fees, £5,855,783 £1,887,819 Group Life policy and banking costs Respite and Service Costs £330,916 17.57% Donation Income £125 Organisational Provision of paid breaks for Shared Lives Carers, CQC registration, Costs and service delivery costs * £1,882,896*

** These fees are generated through our local authority contracts and cover the cost of staff and facilities used in providing shared lives services;

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Trustee Costs £2,880 0.15%
Depreciation £10,167 0.54%
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Board meetings and trustee travel costs

Organisational Income Breakdown:

Long Term Fee Income £1,771,594 Short Break Fee income £100,466 Service Related Income £15,759

Surplus/Defi cit

The organisation made a surplus of £19,417 in the year.

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year ended 31 March 2024

Trustees Annual Report

Financial Considerations

Reserves

The Board of Trustees reviews the organisation’s reserves policy on an annual basis. It agreed that SLSW should hold unrestricted general reserves suffi cient to provide for; the working capital needed as a result of paying Carers before being reimbursed by the local authorities that commission our services; the fi nancial impact of losing a major contract; and to provide designated funding for specifi c projects. The reserves policy was reviewed by the Board of Trustees at the September 2023 and January 2024 board meetings.

The board review the required general reserves needed to cover working capital requirements and the impact of major contract loss, concluding that the desired level of unrestricted reserves (excluding designated funds) should be no less than £607,000. As the balance achieved at 31 March 2024 was only £572,121, the board of trustees have agreed that there should be no designated reserves at this point in time.

Investment

The Board of Trustees recognises that surplus funds should be managed to optimise fi nancial returns and ensure that the organisation’s objectives can be achieved.

Due to current liquidity requirements and the level of risk required to achieve meaningful return on investment, Shared Lives South West have not currently allocated any reserves in investment opportunities.

Financial Controls

The Board of Trustees reviews fi nancial controls regularly, both internally and through engagement with their auditors. All fi nancial policies were reviewed by the Chief Executive, whilst at board level the Reserves, Investment, and Authorisation Levels policies were reviewed and approved by the Board at various meetings in the year.

Going Concern

The Board of Trustees has reviewed our fi nancial position and the fi nancial forecasts, taking into account the levels of cash resources and reserves, long term contracts, the systems of fi nancial controls, risk management and recent fi nancial performance. Accordingly, the Board of Trustees has a reasonable expectation that the charity has adequate resources to continue to operate for the foreseeable future. As a consequence, it continues to adopt the going concern basis in preparing annual accounts.

Structure, Governance & Leadership

Charitable Objective

The principal activity of SLSW is to deliver a range of Shared Lives services (formerly known as adult placement services) across the South West of England – primarily Devon, Cornwall, Plymouth, Somerset and Torbay. This is done through our network of assessed and approved Shared Lives Carers who offer accommodation, care and support within their own family homes. Shared Lives promotes the strengths and abilities of each individual and gives adults with a wide range of support needs the opportunity to share in family and community life. The Board of Trustees have complied with their duty within the Charities Act 2011 by having referred to the Public Benefi t Guidance published by the Charity Commission.

The main benefi ciaries of Shared Lives South West are the people who use our services, which is outlined in our charitable objects as being anyone in need, by reason of age, ill-health, fi nancial hardship or other disadvantage (and in particular, but without limitation, elderly people, victims of domestic violence or abuse, homeless people, people in need of after-care and assistance following discharge from hospital or a care facility, or people seeking asylum or granted refugee status), of accommodation, and/or care and support services. Where the necessary funding is available, access to support is open to all who could benefi t.

Legal and Charitable Status

SLSW was registered as a charity on 1st July 2004 (registered charity

number: 1104699) and was incorporated as a company limited by Principal Risks and Uncertainties • Select suitable accounting policies and then apply them consistently; guarantee on 26th January 2004 (number: 05025213). The organisation • Observe the methods and principles of the Charities SORP; formally changed its name on 11th May 2011 to Shared Lives South West. Risk Steps to Mitigate • Make judgements and estimates that are reasonable and prudent; The charity is governed by its memorandum and articles of association. • State whether applicable UK standards have been followed, subject Serious safeguarding • Safeguarding policies and procedures SLSW is registered with the Care Quality Commission as we are a to any material departures disclosed and explained in the fi nancial provider of personal care. event, or general in place statements; The organisation offi cially launched its services on 1st April 2004 increase in • Regular training for all staff, Carers • Prepare the fi nancial statements on the going concern basis unless it safeguarding and volunteers is inappropriate to presume that the charity will continue its Board of Trustees - Under company law, the Board of Trustees acts as incidents • Robust Carer approval and induction operations. the company director of the charity, and under charity law it has legal process The Board of Trustees is responsible for keeping proper accounting • Triangulation of monitoring information duties and responsibilities. records, which disclose with reasonable accuracy the fi nancial position • Regular review of safeguarding of the charitable company and enable it to ensure that the fi nancial by Leadership statements comply with the Companies Act 2006. It is also responsible Trustees who served during the period 2023/2024: • Learning from experience and duty of for safeguarding the assets of the charity and for taking reasonable steps Christian Jenkins (Chair) Candor approach for the prevention and detection of fraud and other irregularities. Maureen Read Lack of Carers to • Carer engagement initiatives to In accordance with company law, as the company’s directors, we confi rm Nicholas Jones meet demand support retention that: Timothy Southern • Marketing Strategy to support recruitment • in so far as we are aware, there is no relevant audit information of Michael Knight • Incentive scheme for existing Carers which the company’s auditors are unaware; Dominic Myers (Appointed 10 May 2023) • Performance monitored through KPIs • as the directors of the company we have taken all steps that we ought to have taken to make ourselves aware of any relevant audit Lesley Stacey-Marks (Appointed 10 May 2023) Decline in number • Strong links with ASC teams Karen Martin (Resigned 8 May 2024) of people supported and commissioners information and to establish that the company’s auditors are aware of that information. and referrals into the • Communication strategy to promote service This report has been prepared in accordance with the Charity’s service • Wide diversity of priority needs supported Karen Martin resigned from the board on 8 May 2024. • Performance monitored through KPIs Statement of Recommended Practice: SORP (FRS102) and in accordance with the special provisions of part 16 of the Companies Act 2006 relating The Board of Trustees held regular meetings in May 2023, July 2023, Loss of contract, • Strong relationships with local authority to small entities.

Karen Martin resigned from the board on 8 May 2024.

The Board of Trustees held regular meetings in May 2023, July 2023, September 2023, November 2023, and January 2024, and held a Board Away Day in March 2024.

Loss of contract, • Strong relationships with local authority September 2023, November 2023, and January 2024, and held a Board contract competition, commissioners Away Day in March 2024. or local authority • Long term contracts in place when renewed New trustees are recruited to the Board of Trustees through formal and bankruptcy • Experience of tendering, with informal advertising. Trustees are recruited on the basis of expertise external support and knowledge in relevant areas and taking geographical representation into account. New trustees receive appropriate induction and written Loss of key staff, • People Continuity framework in place information about their role.

Approved by the Board of Trustees of Shared Lives South West on 11 September 2024 and signed on its behalf by:

into account. New trustees receive appropriate induction and written Loss of key staff, • People Continuity framework in place information about their role. people continuity • Succession planning, training and The Board of Trustees delegates the running of Shared Lives South West issues or ineffective skills sharing to the Chief Executive within agreed policies and operational objectives. organisational • Procedural documents and process The Chief Executive is responsible for ensuring the delivery of these structure guides maintained objectives working closely with the staff team of SLSW. • Proactive approach to remuneration and conditions

Christian Jenkins Chair

The Board of Trustees is aware of some general uncertainties relating to the work of SLSW which it monitors as required through discussion with the Chief Executive and Leadership Team. These include;

Shared Lives South West

Key leadership personnel Chief Executive Dominic Spayne Team Leaders Laura Maker Rebecca Shepstone Rose Gapper Amanda Maggs Edward Bunce-Phillips Donna Bounden

Suite 3 Zealley House Greenhill Way Kingsteignton Newton Abbot TQ12 3SB

Registered Company Number: 05025213

Registered Charity Number: 1104699

As of 1 April 2023 there were 43 staff employed. During the year, 2 new staff joined the organisation, whilst 5 staff left. As of 31 March 2024 there were 40 employees, comprised of 15 full time staff and 25 part time staff, which was a full time equivalent of 33 employees.

Approval Panel

Shared Lives South West use volunteers, with relevant experience in health or social care, to form an independent approval panel. The approval panel held 13 approval meetings in the year where they interviewed 21 prospective Carers, taking evidence from the Shared Lives Coordinator who assessed them, ultimately recommending that all 21 should be approved by the Registered Manager.

Sickness absences were 3.36% compared to 3.69% in 2022/2023.

Risk Management

The Board of Trustees is responsible for ensuring prudent management of the risks faced by Shared Lives South West. It delegates the monitoring and review of risks on an ongoing basis to the Chief Executive and Leadership Team.

Statement of Trustees Responsibilities

A risk register is maintained and reviewed on a regular basis by the Leadership Team and on a quarterly basis by the Board of Trustees. As part of the planning and budgeting process each year, risks and appropriate controls are identifi ed, documented and assessed.

Law applicable to charities in England and Wales requires the Board of Trustees to prepare fi nancial statements for each fi nancial year, which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charity for that period. In preparing fi nancial statements, the Board of Trustees is required to:

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year ended 31 March 2024

Trustees Annual Report

Independent Auditor’s Report to the Members of Shared Lives South West Year Ended 31st March 2024

Opinion

We have audited the fi nancial statements of Shared Lives South West (‘the charitable company’) for the year ended 31 March 2024 which comprise the Statement of Financial Activities, Balance Sheet, Statement of Cash Flows and notes to the fi nancial statements, including signifi cant accounting policies. The fi nancial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). In our opinion, the fi nancial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the fi nancial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the fi nancial statements in the UK, including the FRC’s Ethical Standard and we have fulfi lled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is suffi cient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the fi nancial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the fi nancial statements is appropriate. Based on the work we have performed, we have not identifi ed any material uncertainties relating to events or conditions that, individually or collectively, may cast signifi cant doubt on the Charity’s ability to continue as a going concern for a period of at least twelve months from when the fi nancial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The trustees are responsible for the other information. The other information comprises the information included in the annual report, other than the fi nancial statements and our auditor’s report thereon. Our opinion on the fi nancial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. In connection with our audit of the fi nancial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the fi nancial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the fi nancial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the Charity and its environment obtained in the course of the audit, we have not identifi ed material misstatements in the Trustees Report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

• the Trustees were not entitled to prepare the fi nancial statements in accordance with the small companies regime and take advantage of the small companies’ exemptions in preparing the Trustees’ Report and from the requirement to prepare a strategic report.

Responsibilities of trustees

As explained more fully in the Statement of Trustees’ Responsibilities set out on page 9, the trustees (who are also the directors of the Charity for the purposes of company law) are responsible for the preparation of the fi nancial statements and for being satisfi ed that they give a true and fair view, and for such internal control as they determine is necessary to enable the preparation of fi nancial statements that are free from material misstatement, whether due to fraud or error.

In preparing the fi nancial statements, the trustees are responsible for assessing the Charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the Charity or to cease operations, or have no realistic alternative but to do so.

Our objectives are to obtain reasonable assurance about whether the fi nancial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to infl uence the economic decisions of users taken on the basis of these fi nancial statements. Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below: As part of our audit planning we obtained an understanding of the legal and regulatory framework that is applicable to the Charity and the sector in which it operates to identify the key laws and regulations affecting the Charity. The key regulations we identifi ed were Charity legislation, Care Quality Commission regulations, The General Data Protection Regulation (GDPR), health and safety regulations, employment laws, and Charity Commission requirements. We also considered those laws and regulations that have a direct impact on the preparation of the fi nancial statements, primarily the Companies Act 2006, the Charities Act and the Charities SORP (FRS102).

We discussed with management how the compliance with these laws and regulations is monitored and discussed policies and procedures in place. We also identifi ed the individuals who have responsibility for ensuring that the Charity complies with laws and regulations and deals with reporting any

issues if they arise. As part of our planning procedures, we assessed the risk of any non-compliance with laws and regulations on the Charity’s ability to continue its activities and the risk of material misstatement to the accounts. Based on this understanding we designed our audit procedures to identify non-compliance with such laws and regulations. Our procedures involved the following:

support payments made to them during the year.

Use of our report

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

Sharon Austen FCCA

(Senior Statutory Auditor)

PKF Francis Clark

Sigma House Oak View Close Edginswell Park Torquay TQ2 7FF Date: 11 September 2024

Statement of Financial Activities

(Incorporating the Income & Expenditure Account) Year Ended 31st March 2024

Total Total
Unrestricted Restricted Funds Funds
Note Funds £ Funds £ 2024 £ 2023 £
Income from:
Donations and legacies 2 - 125 125 -
Charitable activities 3 1,887,819 5,855,783 7,743,602 6,897,263
Total Income 1,887,819 5,855,908 7,743,727 6,897,278
Expenditure on:
Charitable activities 4 1,882,896 5,841,414 7,724,310 7,001,587
Total Expenditure 1,882,896 5,841,414 7,724,310 7,001,587
Net income/(expenditure) 4,923 14,494 19,417 (104,309)
Transfers between funds - - - -
Net Movement in Funds 4,923 14,494 19,417 (104,309)
Reconciliation of funds:
Total funds brought forward 567,198 14,329 581,527 685,836
Total funds carried forward 572,121 28,823 600,944 581,527

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Financial Statements

shared lives south west

year ended 31 March 2024

Charity Number: 1104699 Company Number: 05025213

Balance Sheet

31st March 2024

2024 2023
Note £ £
Fixed Assets
Tangible assets 8 23,827 33,994
23,827 33,994
Current Assets
Debtors 9 599,232 497,969
Cash at bank and in hand 237,815 302,460
837,047 800,429
Creditors - amount falling due within one year 10 259,930 252,896
Net current assets 577,117 547,533
Net assets 600,944 581,527
Funds 11
Unrestricted funds – General 572,121 511,302
Unrestricted funds – Designated - 55,896
Restricted funds 28,823 14,329
Total charity funds 600,944 581,527

The accounts are prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies. Approved by the Trustees on September 11, 2024 and signed on their behalf by:

Statement of Cash Flows

Year Ended 31st March 2024

2024 2023
Note £ £
Cash fl ows from operating activities
Net cash (used in) /provided by operating activities (see below) (64,645) (420,431)
Cash fl ows from investing activities
Purchase of equipment 8 -aaaa- (8,612)
Cash used in investing activities -aaaa- (8,612)
Change in cash and cash equivalents in the year (64,645) (429,043)
Cash and cash equivalents at the beginning of the year 302,460 731,503
Cash and cash equivalents at the end of the year 237,815 302,460
Reconciliation of net income/(expenditure) to net cash fl ow from operating activities:
Net (expenditure) for the year (per statement of fi nancial activities) 19,417 (104,309)
Adjustments for:
Depreciation 8 10,167 11,484
(Increase)/Decrease in debtors 9 (101,263) 187,438
Increase/(Decrease) in creditors 10 7,034 (515,044)
Net cash (used in)/provided by operating activities (64,645) (420,431)

Christian Jenkins

Chair

Shared Lives South West

Suite 3 Zealley House Greenhill Way Kingsteignton Newton Abbot TQ12 3SB

Registered Company Number: 05025213

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Financial Statements

shared lives south west

year ended 31 March 2024

Charity Number: 1104699 Company Number: 05025213

Notes & Accounting Policies Year Ended 31st March 2024

1 Accounting Policies

a Basis of preparation and assessment of going concern

The fi nancial statements have been prepared under the historical cost convention with items being recognised at cost or transaction value unless otherwise stated in the notes to these accounts. The fi nancial statements have been prepared in accordance with the Charities SORP (FRS 102) (effective 1 January 2019), FRS 102 and with the requirements of the Companies Act 2006. The Charity constitutes a public benefi t entity as defi ned by FRS102. The Trustees consider that there are no material uncertainties about the Charity’s ability to continue as a going concern. The functional and presentational currency is sterling.

b Company status

The charity is a company limited by guarantee. The members of the company are the trustees named on page 32. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity. The charitable company was incorporated in England and Wales.

c Fund accounting

General funds are unrestricted funds which are available for use at the discretion of the trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes. The charity has designated certain funds for specifi c purposes although there is no legal force for the designations.

Restricted funds are funds which are to be used in accordance with specifi c restrictions imposed by the local authorities or which have been obtained by the charity for particular purposes. The majority of restricted funds relate to care payments received that enable payments to be made to carers

d Judgements

In application of the charitable company’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amounts of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates. No judgements are considered to be key apart from the defi nition of key management personnel as described in Note 5.

e Income

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the item(s) of income have been met, it is probable that the income will be received and the amount can be measured reliably.

Management fee, administration fee and service related income is recognised in the period in which the associated service is performed. Care payments received from local authorities to purchase placements for service users are recognised when the placements have been provided.

Voluntary income including grants, donations, gifts and legacy income is recognised when there is entitlement, receipt is probable and the amount can be measured with suffi cient reliability.

f Expenditure

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Where costs relate to both Shared Lives and governance activity they have been apportioned on the basis of the time spent by staff on each activity. Governance costs include those costs associated with meeting constitutional and statutory requirements of the charity and costs linked to strategic management of the charity. All governance costs are allocated to charitable activities as shown in note 4. Database costs are expensed in the period in which they occur. Irrecoverable VAT is included in the Statement of Financial Activities under the appropriate expenses heading.

g Reserves

Shared Lives South West aims to hold unrestricted general reserves of £607,000. For further detail see the Trustees Report.

h Fixed assets and depreciation

Fixed assets are included at cost and the capitalisation threshold

is £1,000.

Depreciation is calculated so as to write off the cost of an asset, less its estimated residual value over the useful economic life of that asset as follows:

IT Equipment 5 years Fixtures and Fittings 4 years Offi ce Equipment 5 years The charity has not capitalised the cost of constructing its database as permitted by FRS102.

i Pension costs

The Charity participates in the following pension schemes:

j Operating lease agreements

Rentals applicable to operating leases where substantially all of the benefi ts and risks of ownership remain with the lessor are charged to the Statement of Financial Activities on a straight line basis over the period of the lease.

k Financial instruments

Financial instruments are classifi ed and accounted for, according to the substance of the contractual arrangement, as fi nancial assets, fi nancial liabilities or equity instruments.

2 Donations

Unrestricted Restricted 2024 2023
Funds £ Funds £ £ £
Donations - 125 125 15
All 2023 donations related to unrestricted funds.
3 Income from charitable activities
Unrestricted Restricted 2024 2023
Funds £ Funds £ £ £
Shared Lives services
Management fee and care payment for long term services: 1,771,594 4,604,402 6,375,996 5,921,699
Management fee and care payment for short break services: 100,466 1,183,547 1,284,013 955,740
Service related income 15,759 67,834 83,593 19,824
1,887,819 5,855,783 7,743,602 6,897,263

3 Income from charitable activities

Income from charitable activities in 2023 related to £1,745,246 unrestricted funds and £5,152,017 restricted funds.

4 Analysis of expenditure on charitable activities

Unrestricted Restricted Restricted 2024 2023
Funds £ Funds £ £ £
Shared Lives services
Shared Lives long term services:
Establishment costs 179,688 - 179,688 190,851
Depreciation 9,659 - 9,659 9,285
Fees and charges 51,884 - 51,884 54,787
Staff costs 1,230,414 - 1,230,414 1,200,874
Service costs 330,916 53,465 384,381 323,434
1,802,561 53,465 1,856,026 1,779,231
Care payments to carers:
Long term service - 4,604,402 4,604,402 4,259,907
Care payments to carers:
Short break service - 1,183,547 1,183,547 882,251
1,802,561 5,841,414 7,643,975 6,921,389
Governance Costs:
Establishment costs 9,457 - 9,457 10,044
Depreciation 508 - 508 489
Fees and charges 2,731 - 2,731 2,883
Staff costs 64,759 - 64,759 63,204
Service costs - - - 85
Trustee costs 2,880 - 2,880 3,493
80,335 - 80,335 80,198
1,882,896 5,841,414 7,724,310 7,001,587

The charity has just one activity, the provision of Shared Lives Services, against which all expenditure has been allocated, including governance costs.

In 2023, total expenditure on charitable activities was £7,001,587 of which £1,858,176 was general and £5,143,411 was restricted. Restricted funds included £4,259,907 Long term service care payments and £882,251 Short break service. There were no restricted governance costs.

a 38

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shared lives south west

year ended 31 March 2024

Charity Number: 1104699 Company Number: 05025213

Financial Statements

5 Analysis of staff costs, Trustees’ remuneration and expenses and the costs of key management personnel

5 trustees (2023: 3) have been reimbursed a total of £1,067 (2023: £662) for travel expenses. A further£1,813 (2023: £49) has been paid directly to third parties relating to board meetings.

2024 2023
£ £
Salaries costs 1,085,682 1,049,893
National Insurance costs 96,328 95,146
Pension costs 62,724 64,177
Other staff costs 50,439 54,862
1,295,173 1,264,078
Full time equivalent number of employees during the year 35 35

The average number of employees during the year was 42 (2023: 43).

1 employee earned emoluments, excluding pension contributions, but including benefi ts in kind, equal to or greater than £60,000 per annum (2023: none). The key management personnel during 2024 comprised the Chief Executive, the Funding and Benefi ts Leader, the People and Culture leader and four Shared Lives Team Leaders.

The aggregate employee benefi ts payable to key management personnel for the year was £301,098 (2023: £290,072).

Redundancy payments of £9,712 were made during the year.

9 Debtors: Due within one year

2024 2023
£ £
Trade Debtors 490,524 384,073
Prepayments 33,802 52,764
Accrued Income 42,899 33,202
Other debtors 32,007 27,930
599,232 497,969

10 Creditors: amounts falling due within one year

2024 2023
£ £
Trade creditors 86,056 139,998
Other creditors 2,580 246
Other Taxation and social security 95,996 70,624
Accruals 66,907 31,823
Deferred Income 8,391 10,196
259,930 252,887

6 Taxation

The charitable company is exempt from corporation tax on its charitable activities.

7 Net Income

2024 2023
£ £
This is stated after charging:
Pension costs 62,724 64,177
Auditors remuneration:
Audit 11,300 10,000
Other services 3,700 3,250
Depreciation 10,167 11,484

8 Tangible Fixed Assets

IT Offi ce Fixtures &
Equipment Equipment Fittings Total
£ £ £ £
Cost
At 1 April 2023 71,767 17,967 15,065 104,799
Additions - - - -
At 31 March 2024 71,767 17,967 15,065 104,799
Depreciation
At 1 April 2023 41,624 14,116 15,065 70,805
Charge for year 8,758 1,409 - 10,167
At 31 March 2024 50,382 15,525 15,065 80,972
Net book value at 31 March 2024 21,385 2,442 - 23,827
At 31 March 2023 30,143 3,851 - 33,994

11 Funds

Current year: At At
01.04.23 Income Expenditure Transfer 31.03.24
£ £ £ £ £
Unrestricted funds – General 511,302 1,887,819 (1,882,896) 55,896 572,121
Unrestricted funds – Designated
ITC Development Reserve 2,118 - - (2,118) -
Special Projects Reserve 14,716 - - (14,716) -
Service User Involvement Reserve 14,171 - - (14,171) -
Training & Development Reserve 6,585 - - (6,585) -
Marketing Reserve - - - - -
Carer Support 18,306 - - (18,306) -
Total designated funds 55,896 - - (55,896) -
Total unrestricted funds 567,198 1,887,819 (1,882,896) - 572,121
Restricted funds:
Care payments - 5,787,949 (5,787,949) - -
Cornwall Dementia & MH Project 9,859 - - - 9,859
Donated Funds for Events Reserve 4,470 125 (922) - 3,673
Growing Shared Lives – Devon - 23,500 (23,500) - -
Growing Shared Lives – Cornwall - 44,334 (29,043) - 15,291
Total restricted funds 14,329 5,855,908 (5,841,414) - 28,823
Total funds 581,527 7,743,727 (7,724,310) 6,8 8 3- 600,944

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41

Financial Statements

shared lives south west

year ended 31 March 2024

Charity Number: 1104699 Company Number: 05025213

11 Funds (contd.)

Previous year: At At
01.04.22 Income Expenditure Transfer 31.03.23
£ £ £ £ £
Unrestricted funds – General 590,787 1,745,426 (1,834,731) 10,000 511,302
Unrestricted funds – Designated
ITC Development Reserve 7,854 - (5,736) - 2,118
Special Projects Reserve 14,716 - - - 14,716
Service User Involvement Reserve 14,248 - (77) - 14,171
Training & Development Reserve 6,585 - - - 6,585
Marketing Reserve 10,000 - - (10,000) -
Carer Support 35,938 - (17,632) - 18,306
Total designated funds 89,341 - (23,445) - 55,896
Total unrestricted funds 680,128 1,745,246 (1,858,176) - 567,198
Restricted funds:
Care payments - 5,142,158 (5,142,158) - -
Cornwall Dementia & MH Project - 9,859 - - 9,859
Donated Funds for Events Reserve 5,708 15 (1,253) - 4,470
Total restricted funds 5,708 5,152,032 (5,143,411) - 14,329
Total funds 685,836 6,897,278 (7,001,587) 6,883- 581,527

Unrestricted fund

Marketing Reserve - To provide resources to pursue additional carer recruitment campaigns.

The unrestricted fund relates to the management fee and admin fee received from local authorities, service related income and bank interest received. These funds are used to meet the operating costs incurred by the organisation.

Carer Support – To cover the cost of specifi c activities that encourage ongoing support and engagement of the Carer network.

In the year ended 31 March 2024 designated funds were transferred to general funds to support the required level of unrestricted funds available.

Designated funds

ITC Development Reserve – To fund the development of our bespoke database to the point of completion, as well as providing for the procurement of IT equipment and upgrades to our website.

Restricted funds

Cornwall Dementia & MH Project – To fund the fi rst visit for any service user with dementia using the short breaks service.

Special Projects Reserve – To provide for investment in specifi c expertise suffi cient to support exploration of new opportunities outside of the scope of our current service.

Growing Shared Lives, Devon & Cornwall – Funding provided for marketing activities, with the aim of growing the number of Shared Lives carers.

Service User Involvement Reserve – To ensure the long-term project of involving service users at all levels of the organisation can be achieved. Training & Development Fund – To support cultural change work, leadership development and individual or group coaching, needed as a result of organisational changes.

Analysis of assets between funds

All funds are represented by net current assets apart from the General Fund that includes £23,827 (2023: £33,994) fi xed assets.

12 Funds Received as Agent

Shared Lives South West is the Corporate Appointee for the majority of its service users and collects benefi ts as agents on their behalf. These benefi ts are paid into a ring-fenced Corporate Appointee Client Fund which Shared Lives operate as agents and use to pay service users’ expenses including their contributions towards their care and support costs through fairer charging. Any balance of service users’ benefi ts are paid to the service users.

During the year, receipts totalling £7,067,788 (2023: £6,536,742) and payments totalling £7,193,329 (2023: £6,762,324) were dealt with in this way. The balance of the Corporate Appointee Client Fund at 31 March 2024 was £788,619 (2023: £800,565). These balances are not included in the statement of fi nancial activities or balance sheet in accordance with SORP FRS102.

13 Operating Lease Commitments

The total of future minimum lease payments is as follows

Land & Buildings

2024 2023
£ £
In less than 1 year 22,323 34,392
Within 2-5 years 21,508 38,750
Greater than 5 years 221 -

During the year lease payments totalling £43,400 (2023: £54,900) were recognised as an expense.

14 Control and Related Party Transactions

There have been no related party transactions in the year ended 31 March 2024.

15 Pension

The Organisation participates in the following pension scheme:

The charity operates a defi ned contribution scheme. The assets of the scheme are held separately from those of the company in a fund independently administered by Scottish Widows. The contributions paid from unrestricted funds by the charity to the fund during the year totalled £62,724 (2023: £64,177).

Legal & Administrative Legal Advisors REGISTERED OFFICE Tozers Solicitors Suite 3 Broadwalk House Zealley House Southernhay West Greenhill Way Exeter EX1 1UA Kingsteignton Insurance Brokers Newton Abbot TQ12 3SB Arthur J Gallagher Insurance Registered Company Number: 05025213 Ground Floor Registered Charity Number: 1104699 Milford House Pynes Hill BANKERS AND PRINCIPAL ADVISORS Exeter EX2 5AZ Bankers Lloyds Bank 2nd Floor 234 High Street Statutory Notice Exeter EX4 3ZB Independent Auditors PKF Francis Clark Sigma House Oak View Close Edginswell Park Torquay TQ2 7FF January 2019).

The fi nancial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association, and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).

Images Shared Lives South West expresses its gratitude to all © All rights reserved. No part of this report may be reproduced or supporters and photographers that have supplied free to use used in any form without prior permission of the publishers. images to the Charity and acknowledges copyright in their use. Design Silver Foxes Publishing 01803 842893

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Devon Suite 3 Zealley House, Greenhill Way Kingsteignton, Newton Abbot, Devon TQ12 3SB m 01626 360170 ~~at lives sou!~~ Cornwall

Trewellard Farm, Wheal Rose Scorrier, Redruth, Cornwall TR16 5DH m 01209 891888

Somerset

The Wagon House, Eaglewood Park Dillington, Ilminster, Somerset TA19 9DQ m 01460 477980

REGISTERED CHARITY NUMBER 1104699 A NOT FOR PROFIT COMPANY LIMITED BY GUARANTEE AND REGISTERED IN ENGLAND AND WALES, NUMBER 5025213 REGISTERED ADDRESS: SUITE 3 ZEALLEY HOUSE, GREENHILL WAY, KINGSTEIGNTON, NEWTON ABBOT, DEVON TQ12 3SB