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ANNUAL REPORT 2024-25

Together 68 we achieve morewe achieve more

Together we achieve morewe achieve more

Together, we achieve ANNUAL REPORT 2024-25 more rh lives szt" ()

3 Foreword
4 Accelerating Reform Fund
6 Why Become a Shared Lives Carer?
8 Case Studies
16 Highlights 2024-2025
18 Working With Us

Case Studies

22 Meet the SLSW Team

24 Statistics

26 Strategic Plan

8 Meet Debbie, Martin & Kirsty Foster care to Shared Lives

28 Organisational Plans & Progress
30 Trustees & Financial Reports

16 Highlights 2024-2025

10 Meet Nicola & Susan Providing a supportive home

12 Meet Nick & Kevin Myth busting male carers

14 Meet Mollie & Mae Paving the way to independence

6 Why become a Shared Lives Carer?

Co Foreword

from the Chair of the Board of Trustees & the CEO

Welcome to the Shared Lives South West Annual Report for 2024-25.

s Chair and Chief Executive of Shared Lives South West, we are proud to introduce this year’s Annual A Report; a refl ection of the innovation and impact that can be made when people and organisations work in partnership together.

piloting the ‘Gloriously Ordinary Lives’ outcome framework in partnership with Shared Lives Plus. We’ve invested in selfmanaging teams and inclusive communication, and launched our fi rst ever Community and Environment Strategy.

Looking ahead, our plans for 2025–26 are ambitious, but grounded in clarity. We will focus on enhancing service quality, supporting more people through improved carer recruitment, and using technology and data to better connect and communicate.

At the heart of our work are the Shared Lives Carers, staff, volunteers and trustees who together bring extraordinary commitment to everyday life. This year we pay particular tribute to our former Chair, Christian Jenkins, who stepped down af er many years of valued leadership. His contribution to the growth and spirit of Shared Lives South West cannot be overstated, and we are immensely grateful.

Thank you to all the staff, carers, trustees, local partners and funders who all continue to support our mission. Together, we are building a future where Shared Lives is understood, valued, and available to all who could benefi t. 

This year, our momentum has been powered by landmark developments, most notably the Accelerating Reform Fund project; the most signifi cant government investment in Shared Lives for over a decade. In partnership with local authorities and Health Innovation South West, we have deepened our understanding of carer demographics and motivations, and with the support of marketing agency Freshwater, launched an ambitious regional marketing and recruitment strategy that will begin to bear fruit in the year ahead.

Tim Southern

Dominic Spayne Chief Executive Offi cer

Chair of the SLSW Board of Trustees

vision to be the leading Shared Lives provider in the country. Built from the insights and voices of staff and carers, the plan outlines bold priorities for growth, quality and cultural transformation. Five new functional strategies now provide a strong foundation for delivering on our aims across operations, people and culture, marketing, community and environment, and business support.

Meanwhile, our organisational progress has been shaped by our focus on innovation and continuous improvement, from developing our bespoke quality assurance framework, to

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Powering Growth & Change in Shared Lives The Accelerating Reform Fund

Strengths-Based Support: Focusing on Outcomes that Matter

Recognising recruitment is only one part of the picture, we have also invested in strengthening the way we support and equip Shared Lives Carers. Through our collaboration with Shared Lives Plus, we developed and began rolling out a bespoke e-learning programme on strengths-based and outcomes-focused support.

In the last year (2024-2025) Shared Lives South West took major steps forward under the Department of Health and Social Care’s Accelerating Reform Fund, the largest investment in Shared Lives from central government in over a decade.

This programme has enabled us to work hand-in-hand with our regional partners to strengthen, scale and deepen the impact of Shared Lives across Devon, Cornwall, Plymouth and Torbay.

These interactive modules, co-designed with carers, people supported, and professionals, help carers feel confi dent in identifying, tracking and achieving outcomes that matter most to the individuals they support. Shared Lives Coordinators have also received dedicated training on how to coach and support carers in this work, under the ‘Gloriously Ordinary Lives’ framework.

Evidence to Act:

Understanding the Carer Landscape

A major achievement this year was the demographic research commissioned from Health Innovation South West. Their in-depth study explored who our carers are, where potential carers might be found, and what enables or prevents people from choosing Shared Lives.

However, the report also highlighted critical barriers, from low awareness of the scheme to fi nancial concerns and the complexity of the role. The insights now underpin a targeted, data-led approach to recruitment and retention, ensuring our future efforts are focused on where they can make the most impact.

potential in our region, with between 5,000 – 10,000 people meeting the core characteristics for becoming a Shared Lives Carer.

“ Together, we are building an infrastructure for growth that is locally grounded and nationally relevant.”

Creating a Compelling Case: Our New Marketing Strategy

In response, we worked with strategic communications experts Freshwater to develop a region-wide Marketing and Recruitment Strategy. Built using audience research, behavioural insights and a structured COM-B model, the strategy helps us:

We are incredibly grateful to our commissioning partners and collaborators, who have embraced this opportunity with vision and energy. The Accelerating Reform Fund has helped turn aspiration into action, and its legacy will shape Shared Lives in the South West for years to come. 

Raise public awareness of Shared Lives as a rewarding, fl exible alternative to traditional care roles

Looking Ahead:

Lasting Impact & Regional Momentum

Connect with potential carers who share our values across a wide demographic

The partnerships forged through this project have been remarkable, not only between local authorities and our organisation, but also across the wider Shared Lives sector.

Tell authentic, powerful stories about what Shared Lives means to the people at its heart

Together, we are building an infrastructure for growth that is locally grounded and nationally relevant.

recruitment campaigns, using real carers’ voices, multichannel messaging and high-impact visuals in the communities identifi ed through the demographic research. These campaigns will run throughout the coming year.

The real impact of this work will be seen in 2025–26, as new carers come through the door, more people are supported through Shared Lives, and we see outcome frameworks becoming embedded in daily practice.

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----- Start of picture text -----
Becoming a - “tat -! (42302
Shared Lives Carer
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To become a Shared Lives Carer an assessment process is completed,
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which takes between six and eight weeks.
Applicants will have to be willing and committed to the assessment process
and have basic ICT knowledge, access and equipment.
Benefi ts of being a
Shared Lives Carer
It is so much more than a job,
it becomes a way of life and there
are so many big benefi ts:
Cc) oO, Cy) .
Receive training, ongoing
guidance and fi nancial
assistance
Comprehensive
Support:
Friendship & Bonds:
Form lasting relationships
with those you support
and other Shared Lives
households
Help someone live their
fullest life while giving back
to your local community
Community Impact:
Work from Home:
Provide care and support
from your own home
Flexible
Commitment:
Choose full-time,
part-time,
or respite care
Financial Benefi ts:
Enjoy a generous tax
break and paid respite
opportunities
----- End of picture text -----

Working with the Shared Lives Carer and the person they are supporting to write a person-centred plan

Application & Assessment Process

Shared Lives Coordinators are there to monitor, support, give advice and off er guidance

The process starts with an applicant completing and submitting an application form. Af er this, applicants receive a visit from a Shared Lives Coordinator (SLC) to ensure that they and the house are suitable. An SLC will chat to the applicant and fi nd out more about them and allow them to ask questions about the role. 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. 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.

Help with training, social events and carer meetings
Keeping in touch with social care teams to let them know how the placements are going

Carer Pay

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

As part of the assessment, applicants will need to complete mandatory training which is supplemented by professional discussions by the Assessing SLC. 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 then shared with the applicant and panel members. The applicant and Assessing SLC will attend a virtual ‘Panel meeting’ (over video call) with up to three panel members.

The fees vary depending on:

How many people the carer supports
What sort of support needs each person has

Long-Term:

The amount varies from £420 to £673 per week Short Break:

At this meeting, the panel does quality assurance and gives a fi nal sign off to the recommendations of the registered managers.

£79 to £139 per 24 hours

Once Approved

Shared Lives South West 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. Carers are supported b y an SLC, the y carr y out a variet y of tasks includin g :

Lives Carers say… “It’s a very fulfi lling job to have and the benefi ts of working from home are great. You get support and training.”

What Shared Lives Carers say…

“I’d recommend being a carer - the house feels full and the friendships that are made make it so rewarding.” If you’re looking for a role that offers fl exibility, purpose, and the chance to make a real impact, becoming a Shared Lives Carer might be the perfect opportunity for you.

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Together we achieve more i hey we achieve more

Debbie Martin , & Kirsty va <) SSNRE OY CSUR. | TUE Loy SON x 1 vA mY a Foster c are to 7 Oe en MYC JALOLL () ama Shared L ives ei a a

Debbie and Martin support Kirsty in their Plymouth family home. They originally fostered her then moved to Shared Lives when she turned 18.

irsty is part of the family and being altogether is why we do this,” said Martin Jarrold, “K Shared Lives Carer.

take some time as there are so many buses around here!”

carer hat and put the Shared Lives cap on.”

He and his wife Debbie are both carers with Shared Lives South West and support Kirsty in their Plymouth home.

“For example, when Kirsty went to buy an alcoholic drink for the fi rst time, it took me a while to get my head around that it’s her choice. It was unusual the fi rst four or fi ve times we went out, but now I get she can choose to drink, just like you or I.”

Prior to Kirsty using Shared Lives’ services, they fostered her from the age of eight and moved to Shared Lives when Kirsty became an adult. Due to growing up with Debbie and Martin, she calls them Mum and Dad.

Despite the short turn around they said it was an ‘easy process’ to become Shared Lives Carers.

As a family they enjoy walks with their dog Bentley, going to the beach, swimming and love holidays together.

“You were coming home from work (Martin works driving minibuses for people with learning disabilities) and doing

“I’ve been to Kos, Tenerife, Canada and Florida and Butlins,” said Kirsty. “We have a cruise booked to the Fjords too.”

The transition to adulthood has taken some adjusting, and Debbie has seen changes in Kirsty.

“I worked with adults with learning disabilities for years before I became a foster carer, so I bring that knowledge forward in Shared Lives,” said Debbie. “I told the local authority about Shared Lives when Kirsty was getting older and it was agreed that that would be the best option for Kirsty.”

got the go ahead and had four weeks to do the training and paperwork. We had a few people say Shared Lives may not be right for us, but we looked into it and are pleased we did and have put those people right.”

“We still do foster so it’s a dual role for us. It’s not so different to fostering in certain ways, but then in another way it’s totally different, as a child’s needs and an adult’s needs are different, and there are different rules and regulations.”

“You have to know the differences between supporting children and adults, and respect the rights of the person and promote their independence as an adult and teach them new skills.”

“At the moment we are working on bus training, but this will

Kirsty with Debbie, Martin and the rest of the family on a trip to Copenhagen

your online training, actually it was easier than doing a face-toface course,” said Debbie.

They said that once they transferred over to Shared Lives from fostering, once they had settled in, it’s gone smoothly.

“With Shared Lives you get help with paperwork and there is a Funding and Benefi ts Team, which really takes the pressure off you as a carer,” said Debbie enthusiastically.

“I used to work with adults with learning disabilities and wasn’t looking forward to the paperwork, so having the team to help was brilliant. The paperwork was minimal, and I ddn’t have to worry about it.”

“I also feel feel supported as we also have Sharon who is our Shared Lives Coordinator who is there if we need her and can call her.”

In recent times, Debbie and Martin have worked with Kirsty so she is now able to take her medication on her own, she’s helping doing the washing and growing her independence.

Kirsty also enjoys helping out with cooking the evening meals with Martin, and helped make lasagne recently.

Family is so important in the household and they meet up with their grown-up children during the school holidays for days out.

“We all get together and go out for the day all over the place,” said Debbie. “Kirsty does everything with us.”

course at college. She aims to continue with Maths and English lessons, but is hoping to get an internship at Derriford Hospital.

“I’m looking forward to this,” said Kirsty.

She’s also excelling at jiu-jitsu and is currently a blue belt.

“I’ve got one stripe on it at the moment, and I have fun there. I’ve been going there a long time,” said Kirsty.

“I started in the children’s section and have gone up to the adults.“

She’s also building friendships and thanks to a Shared Lives social bowling event, she met Millie who also uses our services.

“We’ve been out to dinner and af er our holiday we are meeting up as it’s her birthday,” said Kirsty.

“At that same event it was good to meet other carers and I also met a carer who could possibly offer respite to Kirsty,” added Debbie. 

Kirsty’s also excelling at jiu-jitsu and is currently a blue belt. “I’ve got one stripe on it at the moment, and I have fun there. I’ve been going there a long time,” said Kirsty. “I started in the children’s section and have gone up to the adults.

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Together we achieve morewe achieve more

Nicola & Susan

Providing a supportive home

Nicola Brimblecombe brings a wealth of experience and compassion to her role as a Shared Lives Carer, where she supports Susan in her idyllic countryside home.

ith more than a decade of caring under her belt and a long background in social care, including W a role as House Manager in supported living, Nicola has dedicated her life to helping others thrive. “I was working in Ivybridge and commuting for work when I heard that someone I knew wasn’t coping well and was going into Shared Lives,” Nicola recalls. “At fi rst, I didn’t think I could do it, I live alone and I’m a tenant, but I was thrilled when I got approved.”

Since joining the Shared Lives scheme 12 years ago, Nicola has supported people with a range of needs, including mental health challenges and learning disabilities. Her approach is rooted in empathy, patience and genuine care.

“I’ve supported people who have been battered and bruised by life,” she says. “When they come to live with me, they begin to heal and grow. One woman who had spent time on the streets reconnected with her family while staying with me. Af er she moved on, she reached out to let me know her mum had passed away, and thanked me for helping them rebuild that connection.”

Nicola has been supporting Susan for nearly three years, since Susan’s parents were no longer able to provide care.

“Day-to-day, I help her with little things — making sure the shower is the right temperature, doing the washing and preparing meals. But she always has a choice with what we eat,” Nicola explains. “My goal is to create a caring and safe environment.”

At home, Susan enjoys puzzles, watching her favourite soaps and quizzes, and spending time with Nicola. They regularly eat out together and have recently started walking Nicola’s dog to support Susan’s health and fi tness.

“She’s also come with me to live music events at Strawberry Fields, like Joey the Lips and Mad Dog McCrea. It’s great to see her trying new experiences — we strike a balance.”

Faith is an important part of Nicola’s life. She’s currently on a path to become an Ordained Distinctive Deacon and fi nds strong parallels between her beliefs and her work.

“Church is big for us,” she shares. “Susan isn’t particularly religious, but she really enjoys the friendships she’s made there.”

Nicola believes the values of Shared Lives — kindness, respect and inclusion — align closely with her own.

“The commandments teach us to love one another and treat others as we’d like to be treated,” she says.

“Being a Shared Lives Carer is more than a job — it’s a way of life and the person you support becomes part of your family.”

She adds, “To be a Shared Lives Carer, you need to be patient, generous, honest and non-judgemental. It’s about truly sharing your life with someone else.” 

“To be a Shared Lives Carer, you need to be patient, generous, honest and non-judgemental. It’s about truly sharing your life with someone else.”

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Nick & Kevin Mythbusting male carers...

Nick has been a Shared Lives South West Carer for 16 years and says it’s one of the most rewarding things he’s ever done.

ick was working as an agency nurse in a residential home when he fi rst discovered Shared Lives. N “I asked where one resident had gone, and they said he’d gone to tea with a family with SWAPS (now Shared Lives South West) to see if they’d be a good match,” said Nick.

“I thought it was such a brilliant idea. Shared Lives sounded to me like it pulled together the best bits of caring and being a carer. You get to work from your own home providing the constant, continuity of care. I made some enquiries and a year later, two gentlemen moved in with us.”

The majority of Shared Lives Carers are currently female, but Nick says more male carers should sign up.

“Anyone who has the right values and attitude can become a Shared Lives Carer and it’s so fl exible,” said Nick.

with the day.

“We aren’t driven by the clock and the people who live with us become part of our big family.

“Kevin, who we support, is a lad of his generation and likes tractors, chainsaws and anything with a petrol engine, and so being a Shared Lives Carer works with us being male carers as we can of course accommodate that.”

Nick, who lives near Sidmouth with his partner Chris, has supported people through long-term placements and short breaks, offering a family-based environment where people feel valued and included.

“There’s no typical day,” he said. “One man I support needs help with his health, so I check in with how he’s doing and pick him up from work. The other goes to a day placement and enjoys being outdoors, especially in the garden.”

“We love eating together and talking about what’s going on that day and in the world. We also enjoy walking the dogs and are busy in our village community.

The majority of Shared Lives Carers are currently female, but Nick says more male carers should sign up.

“We go to coffee mornings and the guys we support come to them, we go to lunches and we are always out and about.”

Nick believes the key to being a good Shared Lives Carer is taking the time to build trust and understanding.

“Be patient and willing to listen. It takes time to get to know someone properly, you can’t rush it. But once that relationship is there, it’s incredibly rewarding.”

He says he didn’t have any big expectations when he started, but that the experience has been life changing.

“I didn’t really know what to expect, but the idea of someone being part of our family and sharing our life felt right.”

Nick went through the usual Shared Lives application process and received training in areas like safeguarding, health and safety, the Mental Capacity Act and fi rst aid. He’s also had support tailored to the needs of the people he supports.

“I felt supported right from the start. The training was really helpful, and we could talk through everything with our Shared Lives Coordinator.”

Over the years, Nick and his family have created lasting memories with the people they support.

“We’ve taken them to our house in Brittany and even to Australia. These are experiences they may not have had in other settings.” He says watching someone grow in confi dence and independence is one of the best parts of the role.

“Someone I support came from a care home where everything was done in a group. Now he’s part of our family. He’s making friends, managing social situations and just living his life.”

“Be patient and willing to listen. It takes time to get to know someone properly, you can’t rush it. But once that relationship is there, it’s incredibly rewarding.”

through Shared Lives, and Alistair moved in recently and is now living his life his way with their support.

Nick encourages anyone considering becoming a Shared Lives South West Carer to fi nd out more.

“We go to coffee mornings and I like going to church. I know everyone in the village and I feel part of the community. It’s quite good here and I am happy,” said Kevin. 

“It’s a wonderful way of life, it’s not a job to us. You’re opening your home and your life to someone else, and it can change both of you in the best way.” Kevin has lived with Nick and Chris for 15 years

13 ‘

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Together
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Mae & Mollie Paving the way to independence Over the past four years, Mollie’s life has been transformed thanks to her resilience and the support of her Shared Lives Carer, Mae Pleydell-Pearce, in Somerset.

ollie, who once faced overwhelming anxiety and challenges with social interaction and day-toM day life, is now thriving—working in aerospace, driving her own car, and planning holidays abroad.

tasks felt insurmountable. “If we went to a coffee shop, Mollie would wear her ear defenders and hold my bag for reassurance,” Mae recalls. Mollie added, “I’d been told I’d never get a job, never learn to drive, and never visit places like the Natural History Museum.”

Upon moving in, Mollie wrote her goals in a notebook titled ‘I am Mollie’ . These included answering the door, ordering takeaway, and speaking to staff in shops. “I thought these goals would take fi ve years,” she said. “But I did them in six or seven months.”

Mae supported Mollie by taking a gradual, personcentred approach. “We took it step by step. Mollie grew from being anxious to being excited about new challenges.”

Mollie’s achievements continued to grow. She started part-time work with a local engineering fi rm and enrolled in a two-year Higher National Certifi cate in Manufacturing Engineering at University Centre Weston (UCW). “I graduated in September,” said Mollie. “It was my fi rst time in education without one-to-one support since I was 11.”

During her studies, Mollie began working full-time and recently started a new job in the aerospace sector. “It all feels like a dream,” she said. “I don’t recognise the person I used to be.”

One of her proudest milestones was passing her driving test. “I worked overtime for a year and a half to buy my car,” Mollie explained. “If someone had told me a few years ago I’d drive myself to work, I wouldn’t have believed it.”

large public events, something she previously avoided, such as theatre and the cinema. She started out sitting in theatre box seats to feel confi dent with extra space.

Mollie, who has a peanut allergy, added, “I used to worry about being around people. Now, I ask those nearby if they have nuts and tell them about my allergy, and chat until the show starts surrounded by thousands of people.”

abroad with her boyfriend, Josh, to Madeira—a place she previously visited with Mae and her husband, Pat, who is also a Shared Lives Carer.

“It’s a happy place for me,” Mollie said. “It’s where I learnt to swim, went on a catamaran, tried new foods, and saw whales and dolphins.”

Today, Mollie leads a more independent life. “I’ve

learned to make lunches, care for my space, buy my own clothes, and help with household chores like clearing up the dishes. There are so many things I never used to do that I can do now.”

Mae and Mollie have worked together on many areas of personal development, from money management and diet to social skills and emotional resilience. They have had ‘sessions’ where they have had open conversations about these key areas.

“She’s never despondent—just determined and eager, she knew she could do it,” said Mae.

Mae describes her role as a Shared Lives Carer as both meaningful and fulfi lling. “You’re not doing things for someone—you’re equipping and empowering them with tools to live their life their way. It takes patience and compassion, but it’s incredibly rewarding.” 

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Mae, Mollie and family
\
enjoying a break!
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O One of her proudest mil r driving test. “I worked overtime for a year and a half to buy my car,” Mollie explained. “If someone had told me a few years ago I’d drive myself to work, I wouldn’t have believed it.”

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we achieve morewe achieve more

Together

This Year’s Happy Birthday to us! Shared Lives South West celebrated its 20th birthday and ” shared( 33= what better way to celebrate (l IVES ierwest than with cake! Staff from each of our offi ces enjoyed cupcakes complete with the SLSW logo to mark the tremendous milestone. Highlights

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SEPTEMBER
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Happy Birthday to us!

of the BBC Radio Cornwall Make a Difference Awards. Nikki made it to the fi nal four in the Carer category, where she is being recognised for her role in supporting Jen. ' She supported her for fi ve years and helped her to live the life she wanted, before she sadly died aged 29. Nikki is pictured with Shared Lives Coordinator Megan Parkes at the award ceremony. ee ee eee

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2024
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Throughout the year we held Shared Lives Carer meetings to talk about the latest news in the organisation and the sector. We’ve also invited various guest speakers. There has also been an opportunity for carers to meet and socialise. We had a brilliant turn out to the Devon Carer Meeting! It was a great day of learning, listening and catching up.

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NOVEMBER
2024
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Shared Lives households and
staff team celebrated Shared
Lives Week with walks in the
sunshine!
JUNE
2024
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MARCH
2025
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U
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JANUARY
2025
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Team Leader Donna Bounden celebrated her 20th anniversary with the organisation. She’s seen the charity grow from very humble beginnings, and has seem it grow and evolve. “I’ve had the opportunity to lead the Funding and Benefi ts Team, consisting of myself and three colleagues,” said Donna.

David, who uses our services, celebrated receiving the Mayor’s Recognition Award from Teignmouth Town Council. He won the ‘Individual Excellence Award’ for being an exemplary community member and volunteering countless hours to support many local initiatives and good causes. He moved in with Shared Lives Carer Annie in 2018, who has helped him extensively to realise his passion for volunteering.

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JULY
2024
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“Together, we’ve built an in-house welfare benefi ts service, the only one of its kind within the Shared Lives sector nationally.”

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“I accompanied Christian, who uses our services , to Shared Lives Carer Annie in 2018,
the Cornwall College Shining Star awards in Salta sh,” | i who has helped him extensively to
APS
said Jo Small, Shared Lives Coordinator. “He also won realise his passion for volunteering.
the student of the year award, which was a love ly We welcomed the High Sheriff of Somerset, Rob Beckley
\71 surprise! It’s an incredible achievement for him a f er to meet some Shared Lives households and talk to our
We fi lmed a new video about
eight years of hard work and determination, with the staff team.
generations of carers with
support of his Shared Lives Carer Anne Buckle y.” Over lunch, he chatted to Mollie, Pete, Carol, Ivor and Paul
Cornwall Council and Proud
He also secured an unconditional place to stud y about what it’s like to live in a Shared Lives household and
to Care Cornwall. Shared Lives
photography at Falmouth University. listened to their achievements and accomplishments. He t iy
FEBRUARY
2025
Wow!
Amazing!
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We welcomed the High Sheriff of Somerset, Rob Beckley to meet some Shared Lives households and talk to our We fi lmed a new video about staff team. generations of carers with Over lunch, he chatted to Mollie, Pete, Carol, Ivor and Paul Cornwall Council and Proud about what it’s like to live in a Shared Lives household and to Care Cornwall. Shared Lives t iy listened to their achievements and accomplishments. He | Carers Tracey Chase and her | also talked to the carers about the great work they do. Everyone was interested 1 daughter Bex Mcknight were 1 in his ceremonial uniform and he took time to show his sword and hat. | featured alongside Chanroth t who they iy support.

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2024
JULY
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i
nm
MARCH
2025
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We held an open board meeting with our trustees,staff and carer households.

www.sharedlivessw.org.uk

Together QQCkL we achieve more Co) People & Culture Strategy 2025 we achieve more

Working

with us...

survey highlighted the positive impact:

• In response to the question, “How would you rate your overall experience as an employee of SLSW?” , staff gave an average score of 8.85 out of 10.

In the past year, we have continued to build a strong, values-led culture, placing people at the heart of everything we do. This has been guided by our People and Culture Strategy and made possible through the ongoing contributions and commitment of the staff team.

98% of respondents agreed or strongly
agreed with the statement, “Would you recommend SLSW as an employer?”

Here’s a look at what we achieved together this year…

Involvement in decision making

Learning & development

Self-managing team development

We continued to focus on transparency and inclusion, involving people in more decisions that affect their work

Continued professional growth remained a key priority, with structured support for training and supervision.

We began rolling out a new approach to team development, designed to build autonomy and trust as well as supporting fl exible, collaborative ways of working.

Positive & fun workplace culture

We maintained a 1 1 supervision. supportive, enjoyable '1 LI1 • Staff survey: “Do environment, building 11 Lt1 you feel SLSW provides resilience in a challenging 11 LI1 adequate opportunities social care sector 11 Lt' for learning and • Staff survey: “Do you 1,, LI development?” 90% feel SLSW is a positive :11 LI agreed or strongly and fun place to work? ” 1,, LI agreed.

“Do you feel that your opinions and ideas are heard and valued at SLSW?” 83% agreed or strongly agreed.

“Do you feel trusted and empowered to make decisions about how to perform your role?” 96% agreed or strongly agreed.

“Do you 1,, LI development?” 90% feel SLSW is a positive :11 LI agreed or strongly and fun place to work? ” 1,, LI agreed. 96% agreed or strongly |' LI • Employee comment: agreed. 1, Li “I’m given time • Employee comment: |1 LI to complete both “Great colleagues in a 1, Lt mandatory and relevant supportive atmosphere! '1 LILI optional training. The attention to detail 11 11 Supervision time is around our wellbeing is 11 11 used to explore further amazing.” learning opportunities.”

• Employee comment: “I really enjoyed being part of creating the new business support strategy; it recognised all of our work in the organisation.” ( )

• Employee comment: “Yes, I’m given the space to make my own decisions, and advice is always constructive and helpful.”

We ended the year by launching our refreshed People and Culture Strategy, building on the successes and insights gained in the past three years. Throughout this period, we’ve listened closely to feedback from staff, volunteers and carers, and this input has shaped our revised approach.

Vision

Happy, healthy, high-performing people

Purpose

To build a culture that attracts, supports and retains great people, enabling them to thrive and drive our success

The People & Culture Strategy’s themes

Resilience

Resilience ,| Ambition || Inclusion ,| Autonomy | | | We will be a forward! We will create a . We will foster a . We will create an | 3 , thinking, skilled and |' psychologically 33 culture of diversity 3: environment where resilient team with 11 safe environment 11 and inclusion, where 31 people are trusted, strong workforce 11 where everyone feels 11 open communication LI: empowered, and structures, attracting Lt1 supported, '1 drives engagement, Li1 accountable, the right talent Ly1 proactively 11 and every Ly' enabling fl exible and through a consistent, 11 approaching health LI' contribution is LI' collaborative selfvalues-based 11 and wellbeing to 11 valued, recognised '' managing team that recruitment process in '1 minimise interruption '' and celebrated LI: deliver meaningful a great place to work :| to service delivery 13 i: impact

Leadership

We will develop skilled Leaders with high emotional intelligence, who champion our culture, refl ect our values and uphold agreed principles

Together, we will continue to make Shared Lives South West a place where people feel valued, supported and proud to contribute—fostering a culture of respect, learning and collaboration for a positive and fulfi lling experience

www.sharedlivessw.org.uk

Together QQ we achieve morewe achieve more Co)

|[nmeeeee][es] 2 ae ° . -= q Together i2 | f 1 i f 1 i Why 1 t ye) : i j 1 Shared Lives i Working with us iji 1 i f 1 1 ifi is so great… 1 if 1 |: Approval Panel

Working with us Trustees

“It provides amazing care and compassion to appropriate adults allowing them to é live their lives to their full potential.”

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

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 Shared Lives Carers.

“I joined the Shared Lives Panel following my retirement af er 16 years as a Shared Lives Coordinator. I was one of the original coordinators when Shared Lives was set up and at that time we covered only Devon. I am passionate about the Shared Lives concept and have enjoyed watching the growth and expansion over the years. It was a natural progression to join the panel on my retirement. I enjoy being on the panel as it gives me the opportunity to continue to be part of the organisation. Approving carers means that more people can have the opportunity to experience the Shared Lives concept of care and the organisatio n can continue ~ =e to grow.”

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

Over the years we have had the privilege of welcoming panel members 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.

Lesley Stacy- Marks

aoe:

What is required

“Shared lives is for the people by the people. ” Maureen Read

• A Commitment to upholding our values, vision and purpose

• Contribution through professional experience

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

Involvement in strategic planning and governance

• Attendance at meetings every two months

“It provides a truly person-centred approach to providing care and support for vulnerable adults in our community.”

What is required

How Share Lives South West supports trustees

Attendance at one virtual meeting a month, plus time to read reports
Comprehensive induction and training
Opportunities to attend events and meet stakeholders
Objectivity and evidence-based approach
High quality Board papers and governance data
A willingness to undertake any training that supports the role
Weekly update email on organisation progress

Nick Jones

Our Trustees

: !
How Shared Lives South West : | have the opportunity to supports panel members ,:! experience the Shared

Nick Jones, Maureen Read, Tim Southern, Rachel Lindsay & Dominic Myers

• Provides guidance and training opportunities.

Sharing good news stories to highlight positive outcomes.
Providing all documentation required for the audit.

• Reimbursement of expenses.

Linda Mogford

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

www.sharedlivessw.org.uk

Together we achieve morewe achieve more

Meet our team

These are the key personnel at Shared Lives South West, those individuals you are most likely to correspond with day-to-day.

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Here to help!
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Dominic Spayne Chief Executive Offi cer

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Ali Kingdon Mariana Wilson Scott Knight Simon Doughty
Finance Manager IT Offi cer Finance Offi cer Finance Assistant
Laura Maker Dawn Gilingwater Claire Waring Sophie Essex
People & Culture Leader Communication Offi cer People Team Assistant Community
Engagement Offi cer
=
Donna Bounden Alison Langmead Sarah Thompson Cara Randall
Funding & Senior Funding & Funding & Funding &
Benefi ts Leader Benefi ts Offi cer Benefi ts Offi cer Benefi ts Offi cer
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Rose Gapper Fiona Glanvill Charlotte Williams Holli Youster Suzanne Morrison Chrissy Goodridge
Team Leader (Devon) SL Coordinator SL Coordinator SL Coordinator SL Coordinator SL Coordinator
Edward Claire Young Sharon Button Sheryl Beaumont
Bunce-Phillips SL Coordinator SL Coordinator Shared Lives Assistant
Team Leader (Devon)
Sarah Robinson Nicholas Jessup Sam Baxter
Administrator Administrator Administrator
3. a2:
TS
a. 2S o
Becki Shepstone Megan Parkes Rachel Moore Jo Small Jenny Butt Mary Stewart
Team Leader (Cornwall) SL Coordinator SL Coordinator SL Coordinator SL Coordinator SL Coordinator
Claire Connor Rich Ware Chloe Boyd Betsi Filbey
SL Coordinator a SL Coordinator 22 Administrator Administrator lee
Amanda Maggs Jean Harper Hayley Nicholls ‘ WN
Team Leader (Somerset) me SL Coordinator SL Coordinator Bale
Penny Gibson
Administrator
Together
we achieve
more!
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www.sharedlivessw.org.uk

2024/2025 Statistics

DOWN ON LAST YEAR UP ON LAST YEAR Our carers ENQUIRED TOTAL CARERS — ~~ 55 26 37 a 430 278 APPLICATIONS APPROVED LEAVING oe Je

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we achieve morewe achieve more
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Together
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Locations of people supported

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10 other local authorities: 3%
3 self-funders: 1%
12
116
Total users: 302 People :
People &
4%
39% 25
Users
8%
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Long-term placements

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TOTAL PEOPLE
36 45 SUPPORTED
302
STARTING LEAVING
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141

People used our short break services in the last year

Client groups we serve

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Carer
locations
Total Carers: 278 S
Devon
77 Carers
28%
S
Plymouth
Cornwall
11 Carers
118 Carers &
4%
42%
Va = 17 CarersTorbay
6%
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Reablement / Home from Hospital	1	0.3%
Parent with Learning Disability Dementia	3 4	1.0% 1.3%	5 Year Trend

Mental Health (section 117) Acquired Brain Injury	5 6	1.7% 2.0%		People Supported	Carers

Sight Impairment	8	2.6%	2024-2025	302	278
Hearing Impairment	7	2.3%
Older Adult	11	3.6%	2023-2024	311	290
Physical Disability Mental Health	16 33	5.3% 10.9%	2022-2023	316	285

Autism	41	13.6%	2021-2023	324	291

Learning Disability	167	55.4%
TOTAL	302	100%	2020-2021	338	302

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24
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www.sharedlivessw.org.uk

Together we achieve morewe achieve more

Our Strategic Plan

A bold framework for the future

Our Strategic Priorities

priorities that will drive progress over the coming years:

1. Enhance Service Quality and Maintain Our ‘Outstanding’ Rating

Shared Lives South West is headed, but how we want to lead, grow and shape the future of adult social care in our region.

What makes this plan different is how it was created. Over the course of 2024, we engaged more staff and carers than ever before in its development, through conversations, events and honest refl ection. Their insights directly shaped what you see today: a high-level strategy grounded in real experience, values and ambition.

Our Vision, Purpose & Values

who we are and where we’re going.

Our Vision

Our Purpose Our Values To make a positive We put impact on the lives of CARE into the people we support everything we do

Our Values

To be the leading Shared Lives provider in the country

A relentless focus on quality, feedback and continuous improvement.

2. Improve Carer Recruitment and Retention to Support More People

Growing our reach and sustaining our model through better support for carers.

3. Strengthen Our Financial Resilience

4. Strengthen Partnerships with Local Authorities and Health Services

Working collaboratively across systems to shape and deliver change.

Making better use of digital tools to improve how we work and how we connect.

A Strategy that Lives in Practice

into real, measurable action. These strategies ensure every part of the organisation knows where it’s headed and how their work contributes. Each strategy includes a set of core strategic themes, which provide focus and direction for planning, delivery and evaluation.

• Operational Strategy

Focused on ensuring high-quality support for the people we serve and the carers we work with, this strategy shapes how we engage with individuals, foster strong partnerships, and connect with our wider community.

• People & Culture Strategy

Centred on creating a thriving and resilient workforce, this strategy promotes wellbeing, inclusion, autonomy and strong leadership, helping us attract and retain people who share our values.

• Community & Environment Strategy

Guided by our commitment to a fairer and more sustainable world, this strategy sets our direction on reducing our carbon footprint, adopting ethical practices, supporting social justice, building community and promoting education.

Community

Autonomy

Working together Empowering people to with purpose and own their decisions belonging

Equity

Resilience

Embracing change Ensuring equal access and challenge to opportunity

• Marketing & Communication Strategy

Designed to raise awareness and understanding of Shared Lives, this strategy drives how we recruit carers, engage our audiences, amplify our infl uence, and ensure our communications are accessible to all.

• Business Support Strategy

Enabling our organisation to run smoothly and effectively, this strategy strengthens the systems that support delivery — from fi nance and governance to ICT, admin and funding processes.

Each of these strategies is focused, measurable and owned by teams across the organisation, ensuring that the work of delivering the strategy is shared and sustained.

These values are not just words; they shape our culture, our relationships and our decisions.

Looking Ahead

This is a strategic plan designed to evolve with us. It gives clarity of purpose and direction, while creating space for learning, growth and innovation. We’re proud of how it was shaped — and even prouder of what it will help us achieve.

www.sharedlivessw.org.uk

Together we achieve morewe achieve more

Organisational 2024 – 25 Progress

This year, we’ve continued to evolve as an organisation strengthening our culture, improving systems and embedding new ways of working that position us for long-term success.

Innovation & Quality

Our People

We introduced a full Marketing Strategy and Work Plan to professionalise and sharpen our recruitment and engagement work, particularly vital as part of our Accelerating Reform Fund activities. This strategy now guides how we raise awareness, attract carers and promote the value of Shared Lives.

We introduced across the organisation, supporting all staff through bespoke team development focused on communication styles and learning preferences.

This forms the foundation for a broader shif towards selfmanaging teams, enabling staff to take greater ownership of their work and contribute to a culture of autonomy and accountability.

We developed and launched a bespoke Quality Assurance Framework rooted in CQC requirements, sector best practice and the Charity Governance Code. A new QA team now meets regularly to assess performance, with oversight from our Board of Trustees.

Although we had planned to implement a Carer Satisfaction survey, this work has been carried forward into 2025–26, ensuring it is delivered with the time and care it deserves.

Although we had planned to overhaul our internal systems for data and information management, this work has also been deferred into 2025–26 to allow for proper planning and investment.

deferred into 2025–26 to allow for proper planning and investment. The People We Support We began embedding the Gloriously Ordinary Lives outcomes framework, developed in partnership with A new Quality Assurance team Shared Lives Plus, into our everyday practice. This approach brings a new clarity and meaning to the way now meets regularly to assess we support people to identify, pursue and achieve their own goals. performance, with oversight from Inclusion has remained a key focus. We launched an our Board of Trustees internal Accessible Information Review, ensuring that key organisational information is easier to understand and access, regardless of language, literacy level, or Collaboration disability. The working group has prioritised a set of changes to be delivered in Year 1 of the plan. We strengthened our relationships with local authority partners through the Accelerating Reform Fund, — securing £260k in funding for shared projects in research, marketing, recruitment and outcomes-based Environment support. We also began working with Shared Lives Plus We launched our fi rst ever to upskill carers and staff in outcomes-focused practice. Community & Environment As part of our ongoing commitment to excellence, Strategy, outlining a long-term we prepared for future CQC inspection readiness by CQC inspection readiness by by commitment to reducing our reviewing how we capture carbon footprint, promoting ethical quality, feedback and practice, and contributing to a fairer continuous improvement, society through the lenses of social justice and education. work that fed directly into

As part of our ongoing commitment to excellence, we prepared for future CQC inspection readiness by CQC inspection readiness by by reviewing how we capture quality, feedback and continuous improvement, work that fed directly into the development of our QA framework.

We also began aligning with local authority expectations around social value in commissioning, developing initiatives that will help ensure we remain a strong partner in future tenders.

Plans for 2025 – 26

to guide our future: improving carer recruitment and retention, maintaining service quality, deepening partnerships, strengthening fi nancial resilience, and improving how we use technology and data.

strategies, each with its own delivery plan for the year ahead.

Marketing & Communication Strategy

Operational Strategy

reach. Our Accelerating Reform Fund campaigns are just the start; we’ll embed demographic research into recruitment campaigns, strengthen partnerships with local and national media, and introduce more real-life stories, video content and case studies to showcase the impact of Shared Lives. We’ll also focus on better accessibility, refi ning how we present our work to ensure everyone can engage with our message.

We’ll focus on helping more people live the life they choose by improving the way we match people with carers, expanding accessible communications, and enhancing how we measure personal outcomes. We’ll also continue our shif toward more inclusive support for carers, strengthening training, improving recognition, and providing more ways to connect and share learning. A key goal is to improve our processes around transitions, short breaks and fostering links with health services. Business Support Strategy People & Culture Strategy This year will see us deepen our commitment to staff wellbeing, autonomy and leadership. We’ll develop personalised training and development plans, review staff contracts and benefi ts, and build on our wellbeing offer, including initiatives like Wellbeing Action Plans and increasing menopause awareness. Our focus on self-managing teams will continue, with staff increasingly shaping how they work, support each other, and employment. solve problems collaboratively. Community & Environment Strategy We’re working toward a more equitable and sustainable SO

Behind the scenes, we’ll deliver improvements that make a big difference. From enhanced ICT systems and automation, to clearer fi nancial information and improved processes for funding and benefi ts, our aim is to create stability, effi ciency and clarity. We’ll continue to modernise our administrative tools, develop better systems for managing compliance and support, and improve our ability to deliver accurate and timely payments. New work will begin on reviewing how we support people through fi nancial transitions and into employment.

People & Culture Strategy

This year will see us deepen our commitment to staff wellbeing, autonomy and leadership. We’ll develop personalised training and development plans, review staff contracts and benefi ts, and build on our wellbeing offer, including initiatives like Wellbeing Action Plans and increasing menopause awareness.

Our focus on self-managing teams will continue, with staff increasingly shaping how they work, support each other, and solve problems collaboratively.

Community & Environment Strategy

We’re working toward a more equitable and sustainable world. In 2025–26, we’ll develop a clear roadmap to becoming carbon neutral by 2030, including improved carbon monitoring and switching to renewable energy sources. We’ll also roll out responsible procurement policies, expand our

involvement in local community

and justice initiatives, and explore new partnerships to promote education, employment and awareness. We’ll continue using our presence and networks to create meaningful local impact.

This is a year of consolidation and delivery.

With strong strategic

foundations now in place, our focus is on action, turning vision into impact, and plans into progress that people can feel.

www.sharedlivessw.org.uk

Trustees Annual Report - Year Ended 31 March 2025

Trustees Annual Report

Expenditure

Year Ended 31 March 2025

Expenditure (excluding payments related to care and support) increased by £264,393, equivalent to 14% compared to last year. This was due to uplif s in salary rates in response to the cost of living, greater Carer respite costs, and additional costs associated to designated restricted project work.

Income

commissioners in Cornwall, Devon, Plymouth, Somerset and Torbay. Income (excluding income related to care & support) increased by £343,148 equivalent to 18% compared to last year, due to a change in the invoicing approach from Cornwall Council, uplif s in contract rates and designated restricted project income.

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Care & Support
Expenditure
74.86%
Organisational Costs eB
25.14%
This is paid directly to our network of Shared
Lives Carers for the provision of placements
to people using our services.
Breakdown of Organisational Costs (see below)
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Expenditure
Total
74.86%
Expenditure
£8,541,628
— Organisational Costs eB
25.14%
Care & Support Income
74.13% * This is paid directly to our network of Shared
Lives Carers for the provision of placements
to people using our services.

Total Breakdown of Organisational Costs (see below)
Income
£8,625,431
Organisational Income
25.86%
Donation Income
< 0.01%
Breakdown of Establishment Costs £193,036 • 8.99%
Organisational Costs
Fees and Charges £212,072 • 9.87%
a
Organisational
This income is generated through our local authority contracts and is £1,330,946 • 61.98% Staff Costs £2,147,289Costs
paid directly to our network of Shared Lives Carers. Respite and Service Costs
These fees are generated through our local authority contracts and £395,821 • 18.43%
)
cover the cost of staff and facilities used in providing shared lives services.
Trustee Costs £4,228 • 0.2%
~ Breakdown of Organisational Income Depreciation £11,186 • 0.53%
O Q
Long Term Fee Income £1,839,687
Accelerating Reform Fund £260,000
Short Break Fee income £119,532
Service Related Income £11,601 Surplus/Defi cit The organisation made a surplus of £83,803 in the year.
£8,541,628
Organisational
Costs
Expenditure £ 2,147,289
Care & Support Expenditure
£6,394,339
£8,625,431
Organisational
Income
Donation
Income £2,230,820 Income
Care & Support Income* £272
£6,394,339
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www.sharedlivessw.org.uk

Trustees Annual Report - Year Ended 31 March 2025 Fan

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 January 2025 board meeting.

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 £652,000. As the balance achieved at 31 March 2025 was only £637,256, 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 organisations 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

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

forecasts, taking into account the levels of 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 Shared Lives South West 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 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.

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 af er-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.

The charity is governed by its memorandum and articles of association. Shared Lives South West is registered with the Care Quality Commission as we are a provider of personal care.

Board of Trustees

Under company law, the Board of Trustees acts as the company director of the charity, and under charity law it has legal duties and responsibilities.

Trustees who served during the period 2024/2025:

Timothy Southern (Chair) Maureen Read Nicholas Jones Michael Knight Dominic Myers Lesley Stacey-Marks Rachel Lindsey (Appointed 13 November 2024) Christian Jenkins (Resigned 21 April 2025) Karen Martin (Resigned 8 May 2024)

The Board of Trustees held regular meetings in May 2024, July 2024, September 2024, November 2025 and January 2025, and held a Board Away Day in March 2025.

New trustees are recruited to the Board of Trustees through formal and informal advertising. Trustees are recruited on the basis of expertise and knowledge in relevant areas and taking geographical representation into account. New trustees receive appropriate induction and written information about their role. The Board of Trustees delegates the running of Shared Lives South West to the Chief Executive within agreed policies and operational objectives. The Chief Executive is responsible for ensuring the delivery of these objectives working closely with the staff team of SLSW.

Key leadership personnel:

Chief Executive Team Leaders

Dominic Spayne Laura Maker Rebecca Shepstone Rose Gapper Amanda Maggs Edward Bunce-Phillips Donna Bounden

As of 1 April 2024 there were 40 staff employed. During the year, 4 new staff joined the organisation, whilst 4 staff lef . As of 31 March 2025 there were 40 employees, comprised of 13 full time staff and 27 part-time staff, which was a full-time equivalent of 32 employees. Sickness absences were 3.02% compared to 3.36% in 2023/2024.

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. 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.

Principal Risks and Uncertainties

Risk Steps to Mitigate Serious safeguarding • Safeguarding policies and procedures event, or general in place increase in • Regular training for all staff, Carers safeguarding incidents and volunteers

• Robust Carer approval and induction process

• Triangulation of monitoring information

• Regular review of safeguarding by Leadership • Learning from experience and duty of Candor approach

Decline in number of people supported and referrals into the service

• Strong links with ASC teams and commissioners

• Communication strategy to promote service

• Wide diversity of priority needs supported

• Performance monitored through KPIs

Lack of Carers to meet • Carer engagement initiatives to demand support retention

• Marketing Strategy to support recruitment

• Incentive scheme for existing Carers

• Performance monitored through KPIs

Inadequate HR processes, line • People and Culture Strategy in place management, • Comprehensive HR policies, regularly reviewed or performance • Regular training and development for all Leaders management leads to • Early intervention to tackle all potential issues disputes

Loss of contract, • Strong relationships with local authority contract competition, commissioners or local authority • Long term contracts in place when renewed bankruptcy • Experience of tendering, with external support

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 14 approval meetings in the year where they interviewed 26 prospective Carers, taking evidence from the Shared Lives Coordinator who assessed them, ultimately recommending that all 26 should be approved by the Registered Manager.

Statement of Trustees Responsibilities

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:

Select suitable accounting policies and then apply them consistently;
Observe the methods and principles of the Charities SORP;
Make judgements and estimates that are reasonable and prudent;
State whether applicable UK standards have been followed, subject to any material departures disclosed and explained in the fi nancial statements;
inappropriate to presume that the charity will continue its operations.

charity and for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In accordance with company law, as the company’s directors, we certify that:

in so far as we are aware, there is no relevant audit information of which the company’s auditors are unaware;

• 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 information and to establish that the company’s auditors are aware of that information.

This report has been prepared in accordance with the Charity’s Statement of Recommended Practice: SORP (FRS102) and in accordance with the special provisions of part 16 of the Companies Act 2006 relating to small entities. Approved by the Board of Trustees of Shared Lives South West on 9 July 2025

and signed on its behalf by:

Timothy Southern Chair

Shared Lives South West Suite 3 Zealley House Greenhill Way Kingsteignton Newton Abbot TQ12 3SB

Registered Company Number: 05025213 Registered Charity Number: 1104699

Legal and Charitable Status

Shared Lives South West was registered as a charity on 1st July 2004 (registered charity number 1104699) and was incorporated as a company limited by guarantee on 26th January 2004 (no: 05025213).

The Board of Trustees is responsible for keeping proper accounting records, which disclose with reasonable accuracy the fi nancial position of the charitable company and enable it to ensure that the fi nancial statements comply with the Companies Act 2006. It is also responsible for safeguarding the assets of the

www.sharedlivessw.org.uk

Trustees Annual Report - Year Ended 31 March 2025

Independent Auditor’s Report to the Members of Shared Lives South West

Year Ended 31st March 2025

Opinion

We have audited the fi nancial statements of Shared Lives South West (‘the charitable company’) for the year ended 31 March 2025 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).

give a true and fair view of the state of the Charity’s affairs as at 31 March 2025 and of its income and expenditure for the year then ended;
have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
have been prepared in accordance with the requirements of the Companies Act 2006.

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

of the going concern basis of accounting in the preparation of the fi nancial statements is appropriate.

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.

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:

• the information given in the Trustees’ Report (which includes the directors’ report prepared for the purposes of company law), for

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.

support payments made to them during the year.

Ensured payments to carers matched carer income.
Performed proof in total testing for all major unrestricted income streams giving assurance as to the allocation of unrestricted funds.
A further description of our responsibilities is available on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Based on this understanding we designed our audit procedures to identify non-compliance with such laws and regulations. Our procedures involved the following:

Use of our report

Enquiries of management and those charged with governance

consistent with the fi nancial statements; and

regarding their knowledge of any non- compliance with laws and regulations by the charity or its subsidiary that could affect the fi nancial statements. As part of these enquiries we also discussed with management whether there have been any known instances, allegations or suspicions of fraud, of which there were none.

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.

the Directors’ Report included within the Trustees’ Report has been prepared in accordance with applicable legal requirements.

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.

management whether there were any Serious Incident Reports made during the year of which there were none.
Reviewed legal and professional costs to identify any possible non compliance or legal costs in respect of non compliance;

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:

Reviewed Board minutes;
adequate accounting records have not been kept, or returns adequate or our audit have not been received from branches not visited by us; or
Reviewed the latest Care Quality Commission (CQC) report (March 2019).

Sharon Austen FCCA (Senior Statutory Auditor)

records and returns; or
Audited the risk of management override of controls, including

through testing journal entries and other adjustments for

PKF Francis Clark

made; or

transactions outside the normal course of business of which there were none.

Sigma House

Oak View Close Edginswell Park

we have not received all the information and explanations we require for our audit; or
Reviewed estimates and judgements made in the accounts for any indication of bias and challenged assumptions used by management in making the estimates.
Torquay TQ2 7FF

Date: 9 July 2025

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

Statement of Financial Activities (Incorporating the Income & Expenditure Account) Year Ended 31st March 2024

As explained more fully in the Statement of Trustees’ Responsibilities set out on page 33, 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.	Income from: N Jill! mt	Note	Unrestricted Funds £	Restricted Funds £	Total Funds 2025 £	Total Funds 2024 £
Auditor’s responsibilities for the audit of the fi nancial statements	Donations and legacies	2	-	272	272	125
Our objectives are to obtain reasonable assurance about whether the fi nancial	Charitable activities	3	1,970,820	6,654,339	8,625,159	7,743,602
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.	Total Income		1,970,820	6,654,611	8,625,431	7,743,727
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	Expenditure on: Charitable activities Total Expenditure	4	1,905,685 1,905,685	6,635,943 6,635,943	8,541,628 8,541,628	7,724,310 7,724,310
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,	Net income/(expenditure) Transfers between funds		65,135 -	18,668 -	83,803 -	19,417 -
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	Net Movement in Funds		65,135	18,668	83,803	19,417
operates to identify the key laws and regulations affecting the Charity. The key regulations we identifi ed were Charity legislation, Care Quality Commission	Reconciliation of funds:
regulations, The General Data Protection Regulation (GDPR), health and safety	Total funds brought forward		572,121	28,823	600,944	581,527
regulations, employment laws, and Charity Commission requirements. We also
considered those laws and regulations that have a direct impact on the preparation of	Total funds carried forward		637,256	47,491	684,747	600,944

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

www.sharedlivessw.org.uk

Trustees Annual Report - Year Ended 31 March 2025

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||||||||| |---|---|---|---|---|---|---|---| |Financial Statements|a|Trustees Annual Report|- Year Ended 31 March 2025| |Balance Sheet|Statement of Cash Flows| |31st March 2025|Year Ended 31st March 2025| |2025|2024| |2025|2024| |Note|£|£| |Note|£|£| |we| |Fixed Assets|Cash fl ows from operating activities| |Tangible assets|8|24,373|23,827| |Net cash (used in) /provided by operating activities (see below)|428,977|(64,645)| |24,373|23,827| |Current Assets|Cash fl ows from investing activities| |Debtors|9|462,489|599,232|Purchase of equipment|8|(11,732)|-| |Cash at bank and in hand|655,060|237,815|Cash used in investing activities|(11,732)|-| |1,117,549|837,047|Change in cash and cash equivalents in the year|417,245|(64,645)| |Cash and cash equivalents at the beginning of the year|237,815|302,460| |Creditors - amount falling due within one year|10|457,175|259,930|Cash and cash equivalents at the end of the year|655,060|237,815| |Net current assets|660,374|577,117| |Net assets|660,374|577,117|Reconciliation of net income/(expenditure) to net cash fl ow from operating activities:| |Funds|11|Net (expenditure) for the year (per statement of fi nancial activities)|83,803|19,417| |Unrestricted funds – General|637,256|572,121|Adjustments for:| |Unrestricted funds – Designated|47,491|55,896|Depreciation|8|11,186|10,167| |Restricted funds|28,823|28,823|(Increase)/Decrease in debtors|9|136,743|(101,263)| |Total charity funds|684,747|600,944|Increase/(Decrease) in creditors|10|197,245|7,034| |Net cash (used in)/provided by operating activities|428,977|(64,645)|

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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 9 July 2025 and signed on their behalf by:

Timothy Southern Chair

Shared Lives South West Suite 3 Zealley House Greenhill Way Kingsteignton Newton Abbot TQ12 3SB

Registered Company Number: 05025213 Registered Charity Number: 1104699

Information correct at time of going to press (September 2025)

~~a~~ 36 www.sharedlivessw.org.uk

37 www.sharedlivessw.org.uk Follow us ~~$$,~~ E Q M

Trustees Annual Report - Year Ended 31 March 2025

Financial Statements

Notes & Accounting Policies

Year Ended 31st March 2025

1 Accounting Policies

A Basis of preparation and assessment of going concern

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, gif s 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 £652,000. 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

by Scottish Widows. Contributions to the scheme are charged to the SOFA. Shared Lives South West will match employee contributions to the pension scheme on a one-to-one basis up to the maximum of 5% pensionable salary.

J Operating lease agreements

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

substance of the contractual arrangement, as fi nancial assets, fi nancial liabilities or equity instruments.

considered to be basic:

• Short term trade debtors and creditors.

2 Donations

Donations OFF. [.	Unrestricted Funds £ - ~~=—~~	Restricted Funds £ 272 ~~—~~	2025 £ 272 ~~=~~	2024 £ 125 ~~=~~
All 2024 donations related to unrestricted funds. Shared Lives services 3 Income from charitable activities	Unrestricted Funds £	Restricted Funds £	2025 £	2024 £
Management fee and care payment for long term services:	1,839,687	5,148,745	6,988,432	6,375,996
Management fee and care payment for short break services:	119,532	1,245,594	1,365,126	1,284,013
Service related income	11,601	-	11,601	83,593
Accelerated Reform Fund	- 1,970,820	260,000 6,654,339	260,000 8,625,159	- 7,743,602

Income from charitable activities in 2024 included £1,887,819 unrestricted funds and £5,855,783 restricted funds.		Income from charitable activities in 2024 included £1,887,819 unrestricted funds and £5,855,783 restricted funds.
4 Analysis of expenditure on charitable activities OFF. [ .	Unrestricted Funds £	Restricted Funds £	2025 £	2024 £
Shared Lives services
Shared Lives long term services:
Establishment costs	183,384	-	183,384	179,688
Depreciation	10,627	-	10,627	9,659
Fees and charges	201,468	-	201,468	51,884
Staff costs	1,264,399	-	1,264,399	1,230,414
Service costs	154,217	241,604	395,821	384,381
	1,814,095	241,604	2,055,699	1,856,026
Care payments to carers:
Long term service	-	5,148,745	5,148,745	4,604,402
Care payments to carers:
Short break service	-	1,245,594	1,245,594	1,183,547
	1,814,095	6,635,943	8,450,038	7,643,975
Governance Costs:
Establishment costs	9,652	-	9,652	9,457
Depreciation	559	-	559	508
Fees and charges	10,604	-	10,604	2,731
Staff costs	66,547	-	66,547	64,759
Service costs	-	-	-	-
Trustee costs	4,228	-	4,228	2,880
	91,590	-	91,590	80,335

	1,905,685	6,635,943	8,541,628	7,724,310

3 Income from charitable activities

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

In 2024, total expenditure on charitable activities was £7,724,310 of which £1,882,896 was general and £5,841,414 was restricted. Restricted funds included £4,604,402 Long term service care payments and £1,183,547 Short break service. There were no restricted governance costs.

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Trustees Annual Report - Year Ended 31 March 2025

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

9 Debtors: Due within one year

5 trustees (2024: 5) have been reimbursed a total of £955 (2024: £1,067) for travel expenses. A further £2,433 (2024: £1,813) has been paid directly to third parties relating to board meetings, £600 for trustee recruitment and £240 in total for gif s to eight trustees to celebrate national ‘trustees week’.

parties relating to board meetings, £600 for trustee recruitment and £240 in total for gif s to eight trustees to celebrate national ‘trustees week’. ©) \wa a	parties relating to board meetings, £600 for trustee recruitment and £240 in total for gif s to eight trustees to celebrate national ‘trustees week’.	parties relating to board meetings, £600 for trustee recruitment and £240 in total for gif s to eight trustees to celebrate national ‘trustees week’.
©) \wa a iil [ \|2025 £	2024 £
Salaries costs	1,103,932	1,085,682
National Insurance costs	101,866	96,328
Pension costs	68,128	62,724
Other staff costs	57,020	50,439
	1,330,946	1,295,173
Full time equivalent number of employees during the year	33	35

The average number of employees during the year was 41 (2024: 42).

1 employee earned emoluments, excluding pension contributions but including benefi ts in kind, equal to or greater than £60,000 per annum (2024: 1).

Lives Team Leaders.

The aggregate employee benefi ts payable to key management personnel for the year was £351,585 (2024: £331,578).

Redundancy payments of £nil were made during the year (2024: £9,712).

6 Taxation

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

7 Net Income (Ne	2025 £	2024 £
This is stated af er charging: Pension costs	68,128	62,724
Auditors remuneration: Audit Other services Depreciation	12,200 3,900 11,186	11,300 3,700 10,167

8 Tangible Fixed Assets

|om
Wit
[ |IT
Equipment
£|Offi ce
Equipment
£|Fixtures &
Fittings
£|Total
£| |---|---|---|---|---| |Cost||||| |At 1 April 2024|71,767|17,967|15,065|104,799| |Additions|11,732|-|-|11,732| |At 31 March 2025|83,499|17,967|15,065|116,531| |Depreciation||||| |At 1 April 2024|50,382|15,525|15,065|80,972| |Charge for year|9,777|1,409|-|11,186| |At 31 March 2024|60,159|16,934|15,065|92,158| |Net book value at 31 March 2025|23,340|1,033|-|24,373| |At 31 March 2024|21,385|2,442|-|23,827|

Trade Debtors OF i mt	2025 £ 327,127	2024 £ 490,524
Prepayments	55,829	33,802
Accrued Income	41,146	42,899
Other debtors	38,387	32,007
	462,489	599,232

10 Creditors: amounts falling due within one year

	2025 £	2024 £
Trade creditors	317,302	86,056
Other creditors	1,504	2,580
Other Taxation and social security	79,745	95,996
Accruals	46,014	66,907
Deferred Income	12,610	8,391
	457,175	259,930

11 Funds

Current year: Or. pa	At 01.04.24 £	Income £	Expenditure £	Transfer £	At 31.03.25 £
Unrestricted funds – General	572,121	1,970,820	(1,905,685)	-	637,256
Total Unresricted Funds	572,121	1,970,820	(1,905,685)	--	637,256
Restricted funds:
Care payments	-	6,394,339	(6,394,339)	-	-
Cornwall Dementia & MH Project	9,859	-	-	-	9,859
Donated Funds for Events Reserve	3,673	272	(323)	-	3,622
Growing Shared Lives – Devon	-	-	-	-	-
Growing Shared Lives – Cornwall	15,291	-	(1,908)	(13,383)	-
Accelerating Reform Fund – Devon	-	160,000	(138,783)	-	21,217
Accelerating Reform Fund – Cornwall Total restricted funds	- 100,000 (100,590) 13,383 28,823 6,654,611 (6,635,943) - ~~So~~ ~~ee~~ ~~~~ ~~~~ ~~ee~~ ~~—~~				12,793 47,491 ~~—~~ ~~~~
Total funds	600,944	8,625,431	(8,541,628)	6,8 8 3-	684,747

www.sharedlivessw.org.uk

Trustees Annual Report - Year Ended 31 March 2025

11 Funds (contd.)

Previous year Unrestricted funds – General Unrestricted funds – Designated CL)	At 01.04.23 £ 511,302	Income £ 1,887,819	Expenditure £ (1,882,896)	Transfer £ 55,896	At 31.03.24 £ 572,121
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
Total restricted funds	14,329	5,855,908	(5,841,414)	-	28,823

Total funds	581,527	7,743,727	(7,724,310)	6,883-	600,944

13 Operating Lease Commitments

The total of future minimum lease payments is as follows

Land & Buildings

In less than 1 year J)	2025 £ 36,402	2024 £ 22,323
Within 2-5 years	64,078	21,508
Greater than 5 years	-	221
During the year lease payments totalling £47,378 (2024: £43,400) were recognised as an expense.

14 Control and Related Party Transactions

There have been no related party transactions in the year ended 31 March 2025.

15 Pension

The Organisation participates in the following pension scheme:

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 £68,128 (2024: £62,724).

Unrestricted fund

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.

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.

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.

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.

Legal & Administrative

REGISTERED OFFICE

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

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

Carer Support

Registered Company Number: 05025213 Registered Charity Number: 1104699

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

Restricted funds

Cornwall Dementia & MH Project

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

Analysis of assets between funds

All funds are represented by net current assets apart from the General Fund that includes £24,373 (2024: £23,827) fi xed assets.

BANKERS AND PRINCIPAL ADVISORS

Bankers

Lloyds Bank, 2nd Floor, 234 High Street, Exeter EX4 3ZB

Auditors

PKF Francis Clark, Sigma House, Oak View Close, Edginswell Park, Torquay TQ2 7FF

Legal Advisors

Tozers Solicitors , Broadwalk House, Southernhay West, Exeter EX1 1UA

12 Funds Received as Agent

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 £6,971,713 (2024: £7,067,788) and payments totalling £6,880,020 (2024: £7,193,329) were dealt with in this way. The balance of the Corporate Appointee Client Fund at 31 March 2025 was £894,767 (2024: £788,619). These balances are not included in the statement of fi nancial activities or balance sheet in accordance with SORP FRS102.

Insurance Brokers

A J Gallagher Insurance, Ground Floor, Milford House, Pynes Hill, Exeter EX2 5AZ

Statutory Notice

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).

Shared Lives South West expresses its gratitude to all supporters and photographers that have supplied free to use images to the Charity and acknowledges copyright in their use.

Images

© Design

www.sharedlivessw.org.uk

Devon

Suite 3 Zealley House, Greenhill Way Kingsteignton, Newton Abbot, Devon TQ12 3SB m 01626 360170

Cornwall

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

==> picture [182 x 54] intentionally omitted <==

----- Start of picture text -----
Somerset
The Wagon House, Eaglewood Park
Dillington, Ilminster, Somerset TA19 9DQ
m 01460 477980
----- End of picture text -----

==> picture [273 x 371] intentionally omitted <==

----- Start of picture text -----
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ives sun
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2025-03-31-accounts

ANNUAL REPORT 2024-25

Together, we achieve ANNUAL REPORT 2024-25 more rh lives szt" ()

Contents

Case Studies

16 Highlights 2024-2025

Co Foreword

from the Chair of the Board of Trustees & the CEO

Tim Southern

Powering Growth & Change in Shared Lives The Accelerating Reform Fund

Evidence to Act:

Understanding the Carer Landscape

“ Together, we are building an infrastructure for growth that is locally grounded and nationally relevant.”

Creating a Compelling Case: Our New Marketing Strategy

Looking Ahead:

Lasting Impact & Regional Momentum

Application & Assessment Process

Carer Pay

Long-Term:

Once Approved

What Shared Lives Carers say…

Debbie Martin , & Kirsty va <) SSNRE OY CSUR. | TUE Loy SON x 1 vA mY a Foster c are to 7 Oe en MYC JALOLL () ama Shared L ives ei a a

“I’m looking forward to this,” said Kirsty.

Kirsty’s also excelling at jiu-jitsu and is currently a blue belt. “I’ve got one stripe on it at the moment, and I have fun there. I’ve been going there a long time,” said Kirsty. “I started in the children’s section and have gone up to the adults.

Nicola & Susan

Providing a supportive home

Nick & Kevin Mythbusting male carers...

The majority of Shared Lives Carers are currently female, but Nick says more male carers should sign up.

Mae & Mollie Paving the way to independence Over the past four years, Mollie’s life has been transformed thanks to her resilience and the support of her Shared Lives Carer, Mae Pleydell-Pearce, in Somerset.

Happy Birthday to us!

Working

with us...

Here’s a look at what we achieved together this year…

Vision

Happy, healthy, high-performing people

Purpose

To build a culture that attracts, supports and retains great people, enabling them to thrive and drive our success

The People & Culture Strategy’s themes

Resilience

Leadership

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Working with us Trustees

aoe:

What is required

What is required

How Share Lives South West supports trustees

Our Trustees

Linda Mogford

Meet our team

2024/2025 Statistics

Locations of people supported

Long-term placements

141

Client groups we serve

Our Strategic Plan

A bold framework for the future

Our Strategic Priorities

1. Enhance Service Quality and Maintain Our ‘Outstanding’ Rating

Our Vision, Purpose & Values

Our Vision

Our Values

2. Improve Carer Recruitment and Retention to Support More People

3. Strengthen Our Financial Resilience

4. Strengthen Partnerships with Local Authorities and Health Services

A Strategy that Lives in Practice

• Operational Strategy

• People & Culture Strategy

• Community & Environment Strategy

Community

Autonomy

Equity

Resilience

• Marketing & Communication Strategy

• Business Support Strategy

Looking Ahead

Organisational 2024 – 25 Progress

Innovation & Quality

Our People

Plans for 2025 – 26

Marketing & Communication Strategy

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