2024 TRUSTEES REPORT AND FINANCIAL STATEMENTS YEAR ENDED 31 DECEMBER 2024 Registered Charity No England and Wales: 1192511
CONTENTS
| MESSAGE FROM THE CHAIR OF TRUSTEES | 3 |
|---|---|
| MESSAGE FROM THE CHIEF EXECUTIVE | 4 |
| MESSAGE FROM THE HEAD OF OPERATIONS | 5 |
| OUR VISION, COMMITMENT AND VALUES | 6 - 7 |
| WHAT WE DO | 7 - 14 |
| ACHIEVEMENTS & PERFORMANCE | 15 - 16 |
| OUR FUNDRAISING APPROACH | 17 |
| FUNDRAISING REPORT | 18 - 19 |
| OUR TRUSTEES | 20 |
| OUR PATRONS | 21 |
| EXECUTIVE TEAM | 22 |
| COMMUNITY CONNECTORS – ACDHA COMMUNITY | 23 |
| CONNECTORS – SAHA CHARITY INFORMATION | 24 -25 |
| THE TRUSTEE REPORT | 27 |
| LEGAL STATEMENT | 27 |
| STRUCTURE, GOVERNANCE & MANAGEMENT OF ONE VISION | 27 - 29 |
| Constitution | 27 |
| Method of Appointment or Election of Trustees | 28 |
| Organisational Structure | 28 |
| Reporting Serious Incidents | 29 |
| Safeguarding | 29 |
| Risk Management | 29 |
| FINANCIAL REVIEW | 30 |
| Public Benefit | 30 |
| Key Management Personnel | 31 |
| Trustee Induction and Training | 31 |
| Trustee’s Responsibilities in respect of the financial statements | 32 |
| Independent Auditor’s Report | 33 |
| Management's Responsibility for the Financial Statements | 33 |
| Auditor’s Responsibility | 33 |
| Opinion | 33 |
| Balance Sheet | 34 |
| Income Expenditure | 35 |
- MESSAGE FROM CHAIR OF TRUSTEES
As Chair of Trustees for One Vision, I am honoured to present the Trustees’ Report and Financial Statements for the year 2024. This past year has been one of growth, resilience, and innovation, as we continued to address the needs of our communities while strengthening our partnerships with health, public service, and voluntary sectors.
Through collaboration with the Hertfordshire Care Partnership, Hertfordshire Fire and Rescue Service, the VCFSE Alliance, and our Faith and Health Networking Board, we have expanded our reach and impact. Our diabetes projects, community safety initiatives, and health equity programmes have brought real change to the lives of those we serve, particularly within communities that have historically faced barriers to accessing support. Despite the ongoing challenges within our society and the wider world, our commitment to bringing people together remains steadfast. This report reflects not only our financial stewardship but also the dedication of our team, volunteers, and stakeholders who give their time, energy, and resources to advance our mission.
The achievements of 2024 are a testament to the power of collaboration and the importance of listening to lived experience. As we look to the future, we remain determined to build on these foundations, to coproduce meaningful solutions with our statutory partners, and to ensure that no one is left behind.
On behalf of the Board of Trustees, I extend my deepest gratitude to our team, volunteers, partners, and supporters. Your trust and commitment continue to make One Vision a beacon of hope, inclusion, and positive change.
Thank you for journeying with us as we strive to create stronger, healthier, and more connected communities.
Best regards,
Harjit Singh DL Chair of Trustees One Vision
A MESSAGE FROM THE CEO
Since its founding in 2018, One Vision has grown from a small community group into a nationally recognised charity at the heart of Hertfordshire’s voluntary, community, faith and social enterprise sector. What began with food support during the pandemic has now become a trusted partner in addressing some of the greatest challenges facing our communities, from health inequalities and social isolation to the need for cultural intelligence in public services.
In 2024 our mission has never been clearer. We are here to bring people together, to break down barriers, and to make sure no one is left behind. Guided by our values of compassion, collaboration, and inclusivity, we continue to build strong bridges across faiths, communities and statutory partners, showing that diversity is a strength when anchored in a shared purpose.
This year has been a significant one. Through our Health Hubs, Care for Carers programme, Community Connectors initiative, and targeted diabetes projects, we have supported hundreds of vulnerable families while also helping statutory bodies such as the NHS, Hertfordshire and West Essex ICB, Hertfordshire County Council, the Hertfordshire Fire and Rescue Service, and the Constabulary to co-design services shaped by lived experience. By embedding cultural intelligence and community voice we are helping services become more trusted and accessible for all.
Our partnerships with Macmillan Cancer Support, the Hertfordshire and West Essex Health and Care Partnership (HCP), the Faith and Health Networking Board, and the wider VCFSE sector have grown in strength. Together, we are tackling issues such as cancer awareness, diabetes, dementia risk, and mental health with a focus on prevention and early intervention. These partnerships show how communities and statutory organisations can work side by side to achieve lasting impact.
At the centre of everything we do are our volunteers. Their dedication, compassion, and generosity make One Vision what it is today. I am deeply grateful to our trustees, staff, and all those who give their time and energy to serve others.
As we look forward, I am proud of what we have accomplished together and excited by what lies ahead. The challenges facing our communities are real, but so is the determination and creativity that define One Vision. Together we will continue to innovate, to advocate, and to deliver programmes that not only respond to immediate needs but also shape a more inclusive, healthier and stronger future for everyone.
With gratitude for your continued trust and support,
Enoch Kanagaraj BEM Founder and CEO
Message from the Head of Operations
2024 has been a year of growth, resilience, and deepened collaboration for One Vision. I am proud to see our programmes expand across Hertfordshire, strengthening partnerships with statutory bodies, faith groups, and community organisations. Under my leadership we have successfully delivered projects addressing cancer support, unpaid carers, cardiovascular health, and wider community health issues. These initiatives have provided vital services to people who are often overlooked, ensuring that prevention, early intervention, and compassionate care remain central to our work.
I would like to thank our staff, volunteers, and partners for their tireless dedication. Their commitment ensures that One Vision continues to serve communities with compassion, inclusivity, and purpose.
Best regards,
Priyanka Gandhi Head of Operations
- OUR VISION,COMMITMENT, AND VALUES
OUR VISION
Our vision is of a community where people come together for
Watford / Hertfordshire:
- To support and provide practical support to the vulnerable individuals and families affected by food poverty and/or social deprivation Leading Change and promote equality and address injustice To improve the ability of young people to participate in and shape their community To improve the physical, social, emotional, mental health needs and social and emotional wellbeing of people in our community.
OUR COMMITMENT
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To bring people and organisations together to develop services and initiatives in Hertfordshire, to address and improve community cohesion, food poverty, mental health, youth needs, regardless of cultural background or religious affiliation, and build community capacity.
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To promote networking and partnerships with Government and community bodies and local corporations, through forging greater cultural intelligence, building stakeholders, networking and partnership with faith groups, via co-ordinated activities and projects for public benefit providing support and relief to those in need, regardless of age, nationality, religion, disability.
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To promote cohesive community strategies to address the physical, social, emotional, and mental health needs of people in the local area regardless of background or religious affiliations, through initiatives and projects for public benefit. To provide practical support to vulnerable individuals and families who self-identify as being in need of relief as a result of inequalities caused by food poverty and social deprivation, through the provision of fresh meals, food bags and other essential items.
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To identify needs in the community and develop services and initiatives to improve people's lives.
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To empower young people from different ethnic backgrounds and life experiences, by providing a safe and supportive space; helping bridge ethnic and cultural differences, and provide opportunities for networking, community involvement, skills training, career guidance, discussions with local and national decision makers, and community events.
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OUR VISION, COMMITMENT, AND VALUES
OUR VALUES
Inclusive
We embrace all people equally, regardless of background, culture, or belief. Our work is rooted in equality and respect, ensuring that every voice is heard and every person feels they belong.
Innovation
We seek creative and forward-looking solutions to address challenges. Through partnerships, new ideas, and community-led approaches, we continuously adapt to meet emerging needs.
Compassion
We act with kindness and empathy in everything we do. Supporting the most vulnerable is at the heart of our mission, and we respond with care to the needs of our community.
Collaboration
We believe lasting change comes from working together.By building strong partnerships across faith groups, community organisations, and statutory services, we unite people to create stronger, healthier, and more resilient communities.
WHAT WE DO
FOUR PILLARS
The One Vision charity is built upon four pillars.
Food Programme
Educating and helping break the cycle of poverty Promoting living a healthier lifestyle
Mental Health & Wellbeing Culturally sensitive mental Health & Wellbeing programme Youth Council Supporting young people by providing a Network for positive change
One Voice
Engaging with diverse communities Co-ordinating their views and empowering them Tackling health inequalities South Asian Heritage Association (SAHA) African Carrbbean Dual Heritage Alliance (ACHDA)
WHAT WE DO
COMMUNITY COHESION
One Vision is a platform for local organisations to come together to create strong community leadership and engagement. This includes contacts with local charities, interfaith groups, local agencies (social services, jobcentres, housing associations), local councils (Watford Borough Council, Herts County Council), Police, Fire Brigade, and other local community groups.
MENTAL HEALTH
One Vision recognises the urgent need for culturally sensitive mental health and wellbeing services across Hertfordshire. Our updated Mental Health Strategy 2024 builds on lessons learned from the pandemic and aims to improve access by expanding signposting and online community directories so individuals can easily find support in their own communities and in multiple languages. It also strengthens support for unpaid carers through the Care for Carers programme, integrating targeted wellbeing activities that reduce isolation and build resilience. In partnership with Macmillan and local NHS bodies, we are delivering tailored emotional wellbeing support for people affected by cancer and their families, ensuring that no one faces these challenges alone.
Alongside this, we are committed to community-based delivery that works with faith leaders, connectors, and grassroots organisations to reduce stigma and create safe spaces for open conversations about mental health. Our focus on prevention and early intervention includes promoting activities such as fitness, mindfulness, and peer support to prevent escalation of mental health issues. By embedding cultural intelligence into all our work, we ensure services remain inclusive and responsive to the needs of diverse ethnic and faith communities. This strategy underpins our wider vision to bring people together, strengthen community resilience, and ensure no one is left behind.
WHAT WE DO
Food Programme
2024 marks the Fourth Anniversary of the One Vision Food Programme. What began as a small community response has grown into a cornerstone of support for families across Watford and Hertfordshire. Over the past four years, the programme has delivered freshly cooked meals, essential grocery bags, and wraparound support to those facing food insecurity. Alongside food provision, families have benefited from personalised guidance on budgeting and healthy cooking, enabling long-term positive change. This reflects the dedication of our volunteers, the generosity of donors, and the resilience of the communities we serve.
WHAT WE DO
UNPAID CARERS
Our Care for Carers Programme continues to grow and provide vital support for those who give their time selflessly to care for others. Over the past year, the programme — funded and supported by Hertfordshire County Council — has reached more than 80 unpaid carers, including many from South Asian communities, offering wellbeing activities, peer support, and practical assistance to reduce isolation and improve resilience.
We have seen a significant improvement in reducing loneliness and addressing practical needs, helping carers feel more connected and supported in their role. By working with trusted connectors across community and faith networks, we have created safe spaces where carers — particularly those from diverse cultural backgrounds — can share experiences, build relationships, and access the help they need.
Building on this success, we will soon be extending the programme to Hemel Hempstead and St Albans, ensuring that even more carers across Hertfordshire, including those in South Asian communities, can benefit from the support they deserve. This growth reflects both the demand for tailored carer support and the effectiveness of our community-led model in meeting real and pressing needs.
WHAT WE DO
The Healthy Eating Project
In 2024, the Healthy Eating Project in Broxbourne, funded and supported by Broxbourne Council, expanded to meet the needs of communities most affected by diet-related health inequalities. What began as a single pilot has now grown into three cohorts, with two new cohorts launched this year to specifically target Black and South Asian communities. This growth reflects both the demand for culturally relevant nutrition programmes and the trust One Vision has built with local families.
Each cohort provides nutrition education and culturally sensitive guidance that empowers participants to make healthier food choices. The sessions focus on preventing and managing conditions such as type 2 diabetes, and obesity, while also encouraging sustainable lifestyle changes like increased physical activity and improved meal planning. By involving community connectors and health professionals, the project ensures that support is not only accessible but also credible and trusted.
With its expansion into three cohorts, the project is now reaching more people than ever, embedding healthier habits that will deliver longterm benefits locally.
WHAT WE DO
Macmillan Cancer Champions Programme – Year One
One Vision's Cancer Champions Programme is part of a cohort of eleven similar projects across the UK that are funded by Macmillan Cancer Support. This initiative originated from Macmillan’s recognition that trusted local community groups are often the best placed organisations to connect with under-served populations and address the barriers to equitable cancer care and support.
In 2024, the Macmillan Cancer Champions Programme completed its first full year. We have trained 40 volunteers to raise awareness, improve access to information, and signpost support for people affected by cancer.
Working across faith and non-faith communities in Watford and Three Rivers, our champions have been reaching out, creating greater awareness, and supporting people directly or indirectly impacted by cancer. Through community events, workshops, and one-to-one conversations, the programme is reducing stigma, encouraging earlier help-seeking, and making cancer information more culturally accessible.
WHAT WE DO
Cardiovascular Programme – Pilot Project
In 2024, we launched a pilot Cardiovascular Programme in partnership with Health Innovation East and the Hertfordshire and West Essex Integrated Care Board. The project focuses on prevention and early detection of cardiovascular conditions by working closely with faith communities across South West Hertfordshire. Through these trusted community networks, we have created safe and accessible opportunities for people to check their blood pressure and screen for atrial fibrillation, helping to identify risks earlier and connect individuals to appropriate healthcare support.
As part of this pilot, we have trained more than 25 volunteers within faith communities who are actively engaging with local congregations, carrying out health checks, and signposting people to NHS services when needed. The programme has already reached over 600 people, providing not just checks but also education and empowerment on cardiovascular health. By combining clinical expertise with the trust embedded in faith communities, the pilot is demonstrating how targeted, community-led interventions can reduce health inequalities and make heart health a priority for underrepresented groups.
WHAT WE DO
Safer Hertfordshire Project – Pilot Project
In 2025, we launched the Safer Hertfordshire Project as a pilot, delivered in partnership with the Hertfordshire Constabulary and funded by the Police and Crime Commissioner (PCC) Fund. The project is designed to break down barriers between the police and the general public, building trust and promoting stronger community relationships. Through this initiative, we are creating opportunities for open dialogue and ensuring that people feel both heard and supported in matters of community safety.
So far, we have trained around 18 Safety Ambassadors who have been actively engaging across local neighbourhoods. Activities have included over 150 door-knock visits and Q&A sessions in community settings, helping to improve understanding of crime reporting processes and increase confidence in engaging with the police. Projects like these is create a sense of connection, reducing mistrust, and improving feelings of safety among residents.
ACHIEVEMENTS & PERFORMANCE COMMUNITY COHESION
BLACK HISTORY MONTH ✔ Celebrated Black History Month. 200 people attended in Watford Football Club
✔ Celebrated 2 Year ✔ Organised 2nd Faith & Health Conference atteded by over 100 people
SAHA
✔ Celebrated 2 Year ✔ Celebrated south Asian heritage month in collaboration with hertfordshire constabulary ✔ Celebrated iftaar and Diwali and over 500 ppl attended
INTERNATIONAL WOMEN’S DAY
✔ Celebrated 3rd International Women’s Day bringing together people together
WELLBEING AND MENTAL HEALTH
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CARDIOVASCULAR
PROGRAMME
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HEALTHY EATING PROGRAMME
UNPAID CARERS
MACMILLAN CANCER CHAMPIONS PROGRAMME
SAFER HERTFORDSHIRE PROJECT
ACHIEVEMENTS & PERFORMANCE FOOD PROGRAMME
VOLUNTEERS
✔ Developed a strong Volunteer Base ✔ Total Volunteers = 95 ✔ Volunteers from Princes Trust ✔ Volunteers from Police Dpt ✔ Volunteers from Faith Groups ✔ Volunteers from Community
FAMILIES ✔ Servicing approximately 320 regular families
GROCERY BAGS
MEALS ✔ Over 270,000 meals delivered since December 2024
✔ Over 37,000 grocery bags delivered since December 2024
- OUR FUNDRAISING APPROACH
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Community
Grants
Donations
Individual
Online
Donations
Fundraising
Fundraising
Tin Collections in
Corporate
Retail outlets
Donations
Volunteer Led
Fundraising Events Charity Events
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FUNDRAISING REPORT
Over the past year, our charity has made significant progress in expanding our fundraising efforts. We have focused on two key areas: trust fundraising and corporate fundraising. Here's an update on our initiatives and achievements
Trust Fundraising & Corporate Fundraising
In 2024, we strengthened our trust fundraising programme, beginning with the development of a compelling Case for Support. Despite a challenging funding environment, we refined our approach based on valuable feedback and remained persistent in building strong relationships with funders.
Our determination led to a major success in securing Macmillan Cancer Support funding for three years, a significant milestone that underscores our commitment to making a positive and lasting impact in the community. This achievement reflects our proactive approach to fundraising and our ability to align our mission with funders’ priorities.
Alongside this, we also developed a corporate fundraising strand to diversify income streams and build long-term sustainability. By engaging with businesses and local partners, we are creating meaningful opportunities for collaboration that support our programmes while giving companies the chance to demonstrate their commitment to social responsibility.
Looking ahead, we aim to continue growing both trust and corporate fundraising, securing sustainable streams of regular income to ensure the long-term stability of One Vision.
FUNDRAISING REPORT
Future Plans
In the coming year, One Vision will focus on strengthening our fundraising base to ensure long-term sustainability. Our priorities include securing larger trust and grant funding from national funders such as the National Lottery, expanding corporate partnerships with businesses across Hertfordshire, and developing regular giving streams that provide a steady foundation of individual supporters. These steps will reduce reliance on short-term project funding and provide stability for our core services, including mental health support, food provision, carers’ initiatives, and health programmes.
At the same time, we will continue to build our internal fundraising capacity by refining our case for support and strengthening relationships with funders, partners, and stakeholders. By diversifying income sources and growing both trust and corporate fundraising, we are committed to ensuring that One Vision can continue to expand its impact, respond to community needs, and deliver programmes that create lasting change across Hertfordshire. We extend our deepest gratitude to all our supporters, donors, and partners who have played a crucial role in our fundraising journey. Together, we are making a difference and transforming lives through our collective efforts.
TRUSTEES
TRUSTEES
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1.Harjit Singh (Chair of Trustees)
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2.Faizal Hakim (Co - Chair of Trustees)
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3.Dame Helen Hyde DBE
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4.Gillian Joseph
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5.Sharon Platt - McDonald
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6.Dr Tanvir Alam
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HARJIT SINGH DL FAIZAL HAKIM
GILLIAN JOSEPH
SHARON PLATT-MCDONALD
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DAME HELEN HYDE DBE
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DR TANVIR ALAM
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PATRONS
1.Lord-Lieutenant Robert Voss CBE
- 2.Henry Holland-Hibbert
3.Councillor Asif Khan
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4.Matt Turmaine, Member of Parliament
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5.Councillor Mark Watkin
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6.Peter Taylor (Elected Mayor of Watford)
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7.Luther Blissett, Former England, and Watford FC
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Footballer
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8.Dean Russel, EX - Member of Parliament
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ROBERT VOSS CBE CSTJ HIS
CLLR ASIF KHAN
MAJESTY’S LORD- HENRY HOLLAND-HIBBERT
COUNTY COUNCILLOR Matt Turmaine, Member of
LIEUTENANT OF PREVIOUS HIGH SHERIFF
HERTFORDSHIRE Parliament for Watford
HERTFORDSHIRE
CLLR MARK WATKIN LUTHER BLISSETT FORMER Dean Russel
PETER TAYLOR ELECTED
EX - Member of
COUNTY PROFESSIONAL
MAYOR OF WATFORD Parliament
COUNCILLOR
FOOTBALLER AND
BOROUGH COUNCIL
HERTFORDSHIRE
MANAGER
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EXECUTIVE TEAM
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1.Enoch Kanagaraj, Founder & CEO One
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Vision
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2.Harjit Singh Chair of Trustees One Vision
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3.Priyanka Gandhi Head of Operation One Vision
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4.Susannah Brunert Programme Manager Macmillan Project
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1.Sadia Din Project Project Co-ordinator Carers Programme
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2.Tyla Gartlan PA to Executives
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3.Aftab Barki Treasurer & Accountant (ACCA)
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4.Abhha Sandill Volunteer Manager Macmillan Programme
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5.Teereth Kaur Chair of Youth Council
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5.Tivonah Thomas Project Co-ordinator
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Priyanka Gandhi
Susannah Brunert Programme
Enoch Kanagaraj, Founder Harjit Singh DL
Head of Operation
Manager Macmillan
& CEO One Vision Chair of Trustees One Vision
One Vision
Project
`
Sadia Din Project Co-
Tivonah Thomas ordinator Carers Tyla Gartland PA Aftab Barki
Project Co-ordinator Programme to Executives Treasurer & Accountant (ACCA)
Abhha Sandill
Teereth Kaur Chair of Gargi Manek Project
Volunteer Manager
Youth Council Co-ordinator
Macmillan Programme
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African Caribbean Dual Heritage Alliance Community Connectors
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1.Dr Jude Jeanville-President ACDHA
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2.Sharon Plat McDonald President One Voice
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3.Dr Mario Phillips-Vice President ACDHA
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4.Kwesi Moore Minister of Religion
1.Pastor Warren Gillin Minister of
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Religion
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2.Daniel Oyayoyi HPFT NHS Trust
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3.Kerrine Gathre Pa president of BUC
4.Joni Blackwood Fitness Coach
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5.Mohan Rao Abbadasari Minister of
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Religion
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Dr Jude Jeanville
Sharon Plat McDonald Dr Mario Phillips Vice
President ACDHA President One Voice President ACDHA
Pastor Warren Gillin
Mohan Rao Abbadasari Minister Daniel Oyayoyi
Minister of Religion HPFT NHS Trust
of Religion
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Mohan Rao Abbadasari Minister of Religion
Joni Blackwood Fitness Coach
Kwesi Moore Minister of Religion
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Kerrine Gathre Pa
president of BUC
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- South Asian Heritage Association Community Connectors
1.Inderpal Chandel-WOMEN CARE DEVELOPMENT
2.Anuradha Mondal-ART CULTURE
3.Prapti Dutt-SPORTS FITNESS
4.Seema Datta-HEALTH WELLBEING
5.Meeta Verma-HEALTH WELLBEING
1.Riya Begum-DOMESTIC ABUSE 2.Raju Meyappan-BUISNESS CORPORATE
3.Teerath Kaur-YOUTH LEADER
4.Roya Massumi-CHILDREN'S MENTAL HEALTH AFGHAN COMMUNITY
5.Nilanjana Paul-MEMBERSHIP
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Anuradha Mondal
ART & CULTURE
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Inderpal Chandel WOMEN CARE & DEVELOPMENT
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Meeta Verma
HEALTH & WELLBEING
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Riya Begum
DOMESTIC ABUSE
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Roya Massumi
CHILDREN'S MENTAL HEALTH &
AFGHAN COMMUNITY
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Nilanjana Paul
MEMBERSHIP
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Prapti Dutt SPORTS & FITNESS
Raju Meyappan BUISNESS &CORPORATE
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Seema Datta
HEALTH & WELLBEING
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Teerath Kaur
YOUTH LEADER
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South Asian Heritage Association Community Connectors
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1.Chellapan Palaniappan - FAITH & RELIGION
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2.Aftab Barki - FAITH & RELIGION
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3.Sukhi Kaur - EVENTS MANAGEMENT
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4.Harwinder Singh-FAITH & RELIGION
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5.Sadia Din
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6.Shakil Qasim
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7.Mussarat Qasim
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Chellapan Palaniappan
Aftab Barki
Sukhi Kaur
EVENTS MANAGEMENT
Mussarat Qasim
Sadia Din Shakil Qasim
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Harwinder Singh
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PRINCIPAL OFFICE
Penfold Park St Albans Road Watford WD25 0GB
REGISTERED CHARITY NUMBER England & Wales 1192511
TREASURER & ACCOUNTANT Chartered Certified Accountant Aftab Harrison Barki
AUDITOR
Chartered Certified Accountant Earl Ramharacksingh, FCCA Independent Auditor
BANK
Metro Bank 113 High Street Watford WD17 2DQ
THE TRUSTEE REPORT
LEGAL STATEMENT
The Trustees submit their annual report and the audited financial statements of One Vision for the year ended 31 December 2023.
The Trustees confirm that the annual report and financial statements of the Charity comply with current statutory requirements, the requirements of the Charity's governing document and the provisions of the Statement of Recommended Practice (SORP2015) "Accounting and Reporting by Charities" issued in July 2014. They have complied with the duty in section 4 of the Charities Act 2006 to have due regard to public benefit guidance published by the Charity Commission. The Trustees confirm that they have sought to comply with the Charities and Trustee Investment (Scotland) Act 2005 and the Charities Accounts (Scotland) Regulations 2006.
STRUCTURE, GOVERNANCE & MANAGEMENT OF ONE VISION
Constitution
The constitution currently in force was last amended on 31 December 2022.
The principal object of the Charity is to:
I. Provide relief of those in need, by reason of youth, age, illhealth, disability or financial hardship in Watford and the surrounding area by:
I. Promote networking and partnerships with local business and community organisations through the exchange of information and co-ordinated activities and projects for public benefit.
I. Promote cohesive community strategies to address the physical, social, emotional, and mental health needs of people in the local area regardless of background or religious affiliations, through initiatives and projects for public benefit.
I. Provide practical support to vulnerable individuals and families who self-identify as being in need of relief as a result of inequalities caused by food poverty and social deprivation, through the provision of hot meals, food bags and other essential items.
STRUCTURE, GOVERNANCE & MANAGEMENT OF ONE VISION Continued..
V. Nothing in this constitution shall authorise an application of the property of the CEO for the purposes which are not charitable in accordance with [section 7 of the Charities and Trustee Investment (Scotland) Act 2005] and [section 2 of the Charities Act (Northern Ireland) 2008]
Method of Appointment or Election of Trustees
The management of the Charity is the responsibility of the Trustees who are elected and co-opted under the terms of the constitution.
Organisational Structure
The Charity is governed by its Board of Trustees. We have a clear and compelling programme of strategic initiatives designed to reach more people living with poverty and bringing diverse communities together. Whilst there continues to be uncertainty in the external environment, we will continually evolve our structure to meet the needs operationally.
Our trustees are ultimately responsible for the overall control and strategic direction of the Charity and the protection of its assets. Day-today management is delegated to the CEO, Enoch Kanagaraj, and the Senior Leadership Group.
Our Trustees meet regularly to set the vision, strategic framework, risks and budgets under which the charity operates. Trustees have been chaired by Harjit Singh DL since 31 December 2022. The full board formally meet at least three times a year. Our governance is underpinned by the Charity’s Constitution.
The trustees set the strategic direction of the organisation and are regularly updated on grants, budgets, public relations, and fundraising campaigns.
STRUCTURE, GOVERNANCE &
MANAGEMENT OF ONE VISION Continued..
Reporting Serious Incidents
The Trustees continue to assess the major risks to which the Charity is exposed, in particular those related to the operations and finances of the Charity and are satisfied that systems are in place to mitigate our exposure to the major risks and that there were no serious incidents that they failed to bring to the Commission's attention.
Safeguarding
The Charity is predominantly run by volunteers and has in place a Vulnerable Adult and Child Protection Policy together with a procedure for DBS Disclosure applications for employees and volunteers working with children and also for those working with vulnerable adults.
Risk Management
The Trustees have assessed the major risks to which the Charity is exposed, in particular those related to the operations and finances of the Charity and are satisfied that systems and procedures are in place to mitigate our exposure to the major risks.
FINANCIAL REVIEW
INCOME
Donated income is made up of Individual Contributions, Corporate Contributions, Government Grants and general fundraising.
The Charity’s main income is from restricted and unrestricted grants offered by Hertfordshire County Council, Watford Borough Council, Watford and Three Rivers Trust, The COOP, the British Union Conference and Macmillan Partnership, Hertfordshire Community Foundation.
EXPENDITURE
As part of project grant conditions, One Vision is often required to contribute towards funding a proportion of the project costs, i.e., match funding. In addition to this, One Vision finances small projects directly. The match funding and the small project funding thus constitute the unrestricted expenditure on charitable activities.
PUBLIC BENEFIT
In setting plans and priorities for areas of work, the Trustees have given regard to guidance from the Charity Commission on the provision of public benefit. In particular the Trustees have considered and will continue to consider how our planned activities will contribute to the objectives we have set. How we deliver our principal is demonstrated in our policies, objectives and plans.
The public benefit arising from our work is inherent in the grants made and the assistance given. Further we are mindful of the social, moral and ethical causes of poverty and our purpose is to address both the causes and offer relief in outcome
KEY MANAGEMENT PERSONNEL
The Trustees consider the Chief Executive Office, the Head of Operations, Head of Food Hub, and the Chair of Trustees as comprising the key management personnel of the Charity in charge of directing and controlling the Charity and running and operating the Charity on a day to day basis.
All Trustees give of their time freely and no Trustee remuneration was paid in the year.
Trustees are required to disclose all relevant interests and register them with the Chief Executive. None of the Trustees had financial interests with the Charity; any such interests would be disclosed.
TRUSTEE INDUCTION AND TRAINING
New trustees are provided with copies of the Charity's constitution and minutes of the executive committee meetings for the current year. In addition, each trustee receives a copy of the Charity Commission document "The essential trustee - what you need to know, what you need to do" and the regular Charity Commission Newsletters.
In as much as the majority of new trustees start their term of office at the commencement of each new biennial the primary induction is provided at the first meeting of the biennial, with further support during the term of office.
The Trustees (who are also directors of One Vision for the purposes of company law) are responsible for preparing the Trustees’ annual report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice.)
The law applicable to charities in England and Wales requires the Charity Trustees to prepare financial statements for each year which give a true and fair view of the state of affairs of the Charity and of the incoming resources and application of resources, of the Charity for that period. In preparing the financial statements, the Trustees are required to:
TRUSTEES’ RESPONSIBILITIES IN RESPECT OF THE FINANCIAL STATEMENTS
-
Select suitable accounting policies and then apply them consistently;
-
Observe the methods and principles in the Charities SORP;
-
Make judgements and estimates that are reasonable and prudent;
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State whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.
The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Charities Act 2011, the applicable Charity Accounts and Reports Regulations 2008 and the provisions of the Trust Deed. They are also responsible for safeguarding the assets of the Charity and the group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
So far as the Trustees are aware, there is no relevant audit information of which the Charity’s auditors are unaware; and
The Trustees have taken all the steps that they ought to have taken as directors in order to make themselves aware of any relevant audit information and to establish that the Charity’s auditors are aware of that information.
Approved by the Trustees of One Vision and signed on their behalf by
…………………………………………… … E n o c h K a n a g a r a j B E M CEO & Founder Date: 22 August 2025
INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF ONE VISION FOR THE YEAR ENDED 31 DECEMBER 2024
Management’s Responsibility for the Financial Statements
Auditor’s Responsibility
I report on the financial statements of the charity for the year ended 31December 2024, which are set out on pages 34 to 35.
Respective responsibilities of trustees and auditor
The charity’s trustees are responsible for the preparation of the financial statements, and they consider that an audit is not required for this year under section 144(2) of the Charities Act 2011 (the Act) and that an independent examination is needed.
It is my responsibility to examine the financial statements under section 145 of the Act, to follow the procedures laid down in the general Directions given by the Charity Commission under section 145(5)(b) of the Act, and to state whether in my opinion particular matters have been come to my attention.
Basis of independent examiner’s report
My examination was carried out in accordance with the general Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of those records with the financial statements. It also includes consideration of any unusual items or disclosures in the financial statements and seeking explanations from you as Trustees concerning any such matters. The procedure undertaken does not provide all the evidence that would be required in an audit, and consequently no opinion is given as to whether the financial statements present a true and fair view of the financial position and activities of the charity, and the report is limited to those
Independent examiner’s statement
In connection with my examination, no matter has come to my attention:
The which gives me cause to believe that in any material respect the requirements ·to keep accounting records in accordance with section 130 if the Act, and
·to prepare financial statements which accord with the accounting records and comply with the accounting requirements of the Act have not been met, or
- (2) to which in my opinion, attention should be drawn to enable a proper understanding of the financial statements to be reached.
Opinion
- to keep accounting records in accordance with section 130 if the Act, and to prepare financial statements which accord with the accounting records and comply with the accounting requirements of the Act have not been met, or
(2) to which in my opinion, attention should be drawn to enable a proper understanding of the financial statements to be reached.
………………………………………………………………………… Date: 17 September 2025
Chartered Certified Accountant Earl Ramharacksingh, FCCA Independent Audito
One Vision Balance Sheet as at 31 December 2024
| Assets Fixed Assets |
||||||
|---|---|---|---|---|---|---|
| Motor Vehicle - Van2 Total Tangible Assets Total Fixed Assets |
B/F £ |
Depn £ Add £ |
DispL £ |
C/F £ |
||
| 13,000 13,000 |
0 0 |
0 | 13,000 13,000 |
|||
| 13,000 | 0 0 |
0 |
13,000 | |||
| Current Assets |
£ | £ £ |
£ |
|||
| Cash Debtors Total Current Assets |
53,995 0 |
53,995 | ||||
| Liabilities Current Liabilities |
||||||
| Charity Funds Total Assets less Liabilities Employee NI Liability PAYE Liability E,ployers NI Liability Other Creditors Total Current Liabilities Long Term Liabilities Long Term Liabilities Net Total assets Unrestricted Restricted Food Programme Salaries Council Tax Afghan Project Building Life Chances (BLC) Unpaid Carers Support Comedy Therapist Macmillan Cancer Support Recycling Portacabin Hire Vulnerable Pupils - Schools Community Safety/Vaccination South Asian Heritage Carers Conference Diabetes Project Total Restricted Funds Total Income Less Expenses |
||||||
| B/Fwd 25,192 B/Fwd |
33,780 23,125 2,366 173,531 219,194 Income 45,663 Income 14,619 99,641 (3,887) (167,785) (216,768) Exps (48,983) Exps (20,332) (109,669) (26,969) (6,928) |
|||||
| 3,591 25,789 111 0 118 179 1,884 0 500 582 50 1,611 1,521 35,936 |
INCOME & EXPENDITURE
For The Year End 31st December 2024
Financial Activities
- January December 2024
| Total | |
|---|---|
| INCOME | |
| Individual Contribution | 5,737.47 |
| Restricted - Grants & Funding | 206,145.21 |
| Unrestricted - Grant & Funding | 7,311.44 |
| Total Income | 219,194.12 |
| TOTAL | 219,194.12 |
| EXPENDITURES | |
| Accounting Fees | 2,313.12 |
| Advertising & Marketing | 2,736.06 |
| Bank Fees | 628.20 |
| Bid Writers | 12,000.00 |
| Cleaning | 750.00 |
| Council Tax | 984.00 |
| Diabetes Project | 3,886.88 |
| Employer National Insurance Expense | 6,682.44 |
| Events | 1,849.50 |
| Food Hub Supplies - Food | 8,731.07 |
| Fuel Expenses | 607.49 |
| General Expense | 6,115.10 |
| Insurances | 1,365.87 |
| IT Software & Consumables | 4,818.03 |
| MacMillan Cancer Partnership | 42,732.76 |
| Office/General Administrative Expenses Portacabin Rental |
12,036.58 4,110.23 |
| Salaries & Wages Telephone & Internet Costs Unpaid Careers Utilities |
73,748.10 2,056.83 18,123.45 4,781.58 987.92 |
| Waste Collection Website Expenses |
4,723.00 |
| ~~Total Expenditures~~ | 216,768.21 |
| NET OPERATING INCOME | 2,425.91 |
| NET INCOME/(EXPENDITURE) | £2,425.91 |