Report & Accounts 14-Months Ended 30 June 2025
Charity Number 1208029
Table of Contents
| Introduction | 01 |
|---|---|
| Letter from the Chair | 03 |
| Overview of Activities | 05 |
| Theory of Change | 06 |
| Our KPIs | 07 |
| Looking Ahead | 08 |
| Legal & Administrative Information | 09 |
| Trustees’ Report | 10 |
| Independent Examiner’s Report to Trustees | 13 |
| Statement of Financial Activities | 14 |
| Balance Sheet | 15 |
| Notes to the Financial Statements | 16 |
Introduction
OneRichmond is a place-based giving charity established by two well-known local funders, Richmond Foundation and Hampton Fund, to address inequality and hardship across the borough.
Richmond borough has long been seen as a wealthy, flourishing London suburb, but this is only part of the story. For many local people, this masks a harsher reality.
What We Do
Through research, local data and our local connections, we have built a good understanding of the issues facing people living in Richmond today. With help from our local community, we raise awareness of these local issues and unlock new funding, resources and partnerships to help tackle them.
By encouraging people who live or work locally to give locally, we increase the amount of grant funding available to support local organisations, and ensure projects and services are available where they are needed most.
How we do it
----- Start of picture text -----
We use our We advocate on We connect
networks to behalf of local funders with local
build people so that organisations to
relationships funds raised here, channel funding
with people who and resources
stay here and
want to make a directly benefit where they are
difference locally needed most
the community
----- End of picture text -----
What Is Place-Based Giving
OneRichmond is part of London’s Giving , a larger network of place-based giving schemes (PBGSs) across London boroughs. Place-based giving brings local people, businesses and organisations together, empowering them to solve issues from the grassroots and build a better borough where everyone can thrive. It’s about giving where you live or work, through time, money, in-kind donations and/or skills.
The mission of OneRichmond, as a place-based giving charity , is not only to raise local funding but to also empower, coordinate and amplify, serving as a connector, facilitator and trusted source of local insight. We use our connections and clear understanding of needs across the borough to highlight pressing issues within our community, find those who want to give and channel giving into aligned, strategic action to address those needs. We do this in close partnership with local organisations that deliver direct support to those in need and can make the greatest impact. We do not deliver services directly, but strengthen the local ecosystem through fundraising, grant-making, sharing resources, capacity-building and more. Local voices matter for decision making, which is why our evidence-based decisions reflect those voices.
Our Ecosystem of Impact
----- Start of picture text -----
Richmond Foundation Hampton Fund City Bridge Foundation
London Funders
Parent Funder Parent Funder Funding Supporter
London’s Giving
London network of place-based
giving schemes (PBGS)
OneRichmond
Place-Based Giving Charity for the Richmond Borough
Source Give Connect Amplify
Brokered Local Voluntary
In-Kind Donations Funds/Grants Local Voices Local Need
Volunteering Organisations
Local Voluntary
Local Residents Local Businesses
Organisations
----- End of picture text -----
Chair’s Introduction
On behalf of the trustees it's a great pleasure to present OneRichmond's first report and accounts as a Charitable Incorporated Organisation covering the 14 months from incorporation on 26 April 2024 to 30 June 2025.
Prior to incorporation OneRichmond operated as a committee of trustees drawn from Richmond Foundation and Hampton Fund – two local endowed charities. Thanks to grants from the parent charities, and with the support of City Bridge Foundation, Rebecca McLoughlin was recruited to transform OneRichmond into an independent place-based giving operation.
Following the Charity Commission’s approval of OneRichmond as a CIO two workshops were arranged with several local service providers to deep dive into the common issues affecting both young and old Richmond residents. Several participants commented that the workshops had provided them with a useful platform for identifying mutual concerns. OneRichmond’s newly recruited Board of Trustees used the outcomes from these workshops to help define OneRichmond’s Theory of Change (see page 6) and to develop future objectives and operating methods around the core theme of addressing social isolation.
Trustees acquired formal control over OneRichmond’s fund of £76,977 from Richmond Foundation with effect from 1 June 2024. Since then significant resource has been expended to promote awareness of OneRichmond and its plans. Public communication was prioritised through a combination of face-to-face meetings, social media and building the website.
To help generate local awareness of OneRichmond and respond to the social isolation theme trustees were pleased to sponsor Richmond Carers’ advertising directed at unpaid carers for Carers Week 2025.
Fundraising is an absolute priority, but trustees recognise that OneRichmond’s ultimate success as a place-based giving charity also extends into supporting other charities and working with local businesses. These initiatives have been distilled into six Key Performance Indicators (see page 7) which were endorsed by the parent funders, who provide OneRichmond with operational grants. Performance against the KPIs is reviewed by trustees at every meeting.
CHAIR’S INTRODUCTION continued
Rebecca McLoughlin sadly resigned as Director in January 2025 and trustees therefore appointed Tina English as Interim Director to manage the operations whilst beginning a search for a new Director. On behalf of trustees I extend our thanks to both Rebecca and Tina for their work.
Particular thanks are also due to Lucy Graley, our trustee specialising in human resource matters, for overseeing a highly effective recruitment search that culminated with the appointment of Sue Martineau as Director. Sue is a local resident but, after working her notice, could only join OneRichmond at the end of the report’s review period in June 2025. After a lull in activities during the recruitment process Sue has been a force for change. She has made tremendous progress with the KPIs and successfully recruited a Development Board of locally connected people to guide OneRichmond’s fundraising activities. Engagement with local businesses continues simultaneously and their interest in OneRichmond’s mission is evident. However, the success of all these activities will be the subject of next year’s report!
It remains for me to thank the founding charities and my fellow trustees for their support and guidance in creating OneRichmond’s firm foundations. Onto this we are building an effective place-based charity designed to meet the ultimate ambition of supplementing Richmond’s charitable giving to create a connected and engaged community where everyone has the opportunity to thrive.
Stephen Speak Chair of the Board of Trustees
Overview of Activities
Strategic Development
In our first year as a registered charity our focus has been on developing our theory of change (see page 6); developing brand recognition among residents, charitable organisations and businesses; and establishing good governance as strong foundations for success on which to build. By December 2024, we solidified and approved our policies, and set our key objectives for guiding the OneRichmond team and achieving our fundraising goals (see these KPIs on page 7). To ensure these KPIs are reached, we engaged in the recruitment of our new Director who came on board in June 2025 to lead the team into our second year as a charity.
Community Engagement
We facilitated two workshops with local experts to research unmet needs and priorities across the Borough, engaging with local charity leaders, businesses and other stakeholders. The first workshop, focused on older people, was held on 20 May 2025 and the second, with the focus on children and young people’s mental health, was held on 23 May 2025. In each workshop the discussions with, and among, the assembled experts helped to identify gaps and opportunities. Through the workshops, OneRichmond identified giving support to unpaid carers as a priority need within the broader theme of addressing social isolation.
Sponsored Carers Week
In partnership with Richmond Carers Centre we sponsored Carers Week activities in June 2025. This £5,000 sponsorship promoted OneRichmond locally while also helping to build capacity and understanding around the needs of carers across the Borough of Richmond.
Fundraising
We are implementing strategies to encourage people who live locally, to give locally, so that we can activate the generosity of our local community and increase the amount of grant funding available to local organisations. Our KPIs (see page 7) showcase these strategies.
Support from OneRichmond has enabled Richmond Carers Centre to offer an ambitious programme of activities through Carers Week and the month of June to celebrate and recognise unpaid carers in our community.
| 1 2 We focus on these activities Underpinned by these assumptions Identifying and unlocking new sources of funding (inside and outside of the London Borough of Richmond upon Thames) Distributing and managing grants to organisations working on our priority themes There are untapped sources of funding inside and outside of Richmond |
Research and data collection to gather up to date insight into issues affecting the borough Regular communications to raise awareness of local issues to potential donors in Richmond Connecting and convening organisations working on our priority themes, acting as an enabler and hub for new practice and innovation If people are more aware of how to give in Richmond then they will be motivated to do so Increased funding will help tackle priority issues identified by OneRichmond |
3 Which lead to these short term outcomes Line of accountability Beyond these short-term outcomes, OneRichmond also contributes to medium and long-term outcomes |
(within three years) | 4 5 People who live and work in Richmond are more aware of local issues and needs ■ |
Which lead to these long term outcomes (three years+) ■ Which contributes to OneRichmond’s vision for the future A connected and engaged Richmond where everyone People who work in Richmond are more aware of local issues and are contributing to local causes Evidence of the positive impact that OneRichmond’s funding has had on local people and communities A variety of strong and sustainable income sources for ■ ■ Increased number of people who are giving locally in Richmond There is greater collaboration among organisations working on OneRichmond’s priority themes Increased funding is available for OneRichmond’s priority themes Funders and other stakeholders outside Richmond are more aware of local needs and issues ■ ■ ■ ■ |
has the opportunity to thrive local giving exist A significant growth in the amount of new funding which is unlocked for the voluntary sector. ■ Examples of new practice or innovation from organisations funded by OneRichmond ■ |
|
|---|---|---|---|---|---|---|---|
OUR KPI’S
With fundraising the key priority, to enable grant giving, a set of KPI’s was agreed in December 2024 by OneRichmond and both parent funders. These KPIs guide our plans for the future.
1
Creating and launching a volunteer-led fundraising appeal for the next 18-36 months
4
Developing brand awareness and demonstrating impact to support fundraising campaign
Objective 1 entails considering and identifying patron(s), recruiting volunteer members for a fundraising Development Board, setting an appeal timeline and financial target, engaging networks to harness the direct support of individuals and planning events for the appeal.
Objective 4 focuses on marketing and communications (website, social media, newsletter, and local media) and community engagement through attending community events and hosting a private launch event to raise awareness for OneRichmond’s work.
Working with local charities 2 to build on their fundraising
5
Building a network of engaged local businesses to support with fundraising
For Objective 2, relationships with local charities must be built, consulting them to gain insight on their expertise, identify how to best add value to their fundraising, and developing a coordinated approach to securing funds.
Objective 5 requires connections to be harnessed with individuals and business. Once contacts are identified and engaged partnerships can be explored and developed with the long term aim of securing their tangible support.
Securing other trust and 3 foundation income
6
Positioning OneRichmond as a central local strategic partner
Identifying and shortlisting potential grant funding opportunities for OneRichmond, and then submitting grant applications form Objective 3.
Building relationships and collaborating with the local Council, Richmond Voluntary Fund, and other strategic partners is critical to Objective 6.
Salford Co.
Our aims for 2025-2026
Launch a local volunteer led fundraising appeal through a Development Board
Continue to explore other fundraising opportunities to give more money to local charities
Share learning and demonstrate the impact of giving locally alongside the London’s Giving network of place-based giving schemes
Work with local charities to build on their fundraising, meeting with them to build relationships and opening up a grant opportunity
Build a network of engaged local businesses and philanthropists, launching with a private awarenessbuilding event in 2026
Collaborate and explore opportunities for partnership working and programme development, including bringing together business partners and local charities working with disadvantaged young people
Salford Co. Legal & Administrative Information
Key Management Personnel
The key management personnel of the charity comprise the trustees and senior staff members who have responsibility for planning, directing, and controlling the activities of the charity.
Trustees (appointed 26 April 2024 unless noted otherwise)
-
Richard Barron (Hampton Fund Nominee) Lucy Graley , HR Lead
-
Heather Mathew (resigned 9 December 2024)
-
Katherine Merrifield
-
Laurence Sewell (Hampton Fund Nominee)
-
Stephen Speak , Chair (Richmond Foundation Nominee)
-
Sarah Wilkins (Richmond Foundation Nominee)
-
Craig Leyland , Treasurer (appointed 30 September 2025)
-
Maria Parada Rajmankina (appointed 1 December 2025)
-
Dawa Dem (appointed 2 March 2026)
-
Roger Mosey (appointed 2 March 2026)
Senior Staff
Rebecca McLoughlin , Director (until
-
January 2025)
-
Tina English , Interim Director (December 2024 - June 2025)
Charitable Objects
The objects of the CIO are to advance such charitable purposes for the benefit of the public, in particular (but not exclusively) the people who live or work in the London Borough of Richmond upon Thames or the immediately surrounding areas, as the Trustees see fit from time to time, including (but not limited to):
- the prevention and relief of poverty; the relief of those in need, by reason of youth, age, ill-health, disability or financial hardship;
- the advancement of good citizenship;
- the advancement of education;
- the advancement of physical and mental health; and
- the promotion of social inclusion by preventing people from becoming socially excluded, relieving the needs of those people who are socially excluded and assisting them to integrate into society (“socially excluded” means being excluded from society, or part of society, as a result of being a member of a socially and/or economically deprived community),
-
in particular (but not exclusively) by making grants.
-
Sue Martineau , Director (from June 2025)
REGISTERED OFFICE
INDEPENDENT EXAMINER
PRINCIPAL BANKERS
The Vestry House, 21 Paradise Road, Richmond, TW9 1SA
Debby Metcalf FCA, member of ICAEW 22 Trowlock Ave Teddington, TW11 9QT
CAF Bank Ltd, 25 Kings Hill Avenue, Kings Hill, West Malling, Kent, ME19 4JQ
Trustees’ Report
The trustees submit their report and the financial statements of OneRichmond (“the Charity”) for the 14 months ended 30 June 2025. The financial statements have been prepared in the format prescribed by the Accounting and Reporting by Charities: Statement of Recommended Practice, effective 1 January 2019 (“SORP”) and Financial Reporting Standard 102 (“FRS 102”). The legal and administrative information set out earlier in this document forms part of the report.
STRUCTURE, GOVERNANCE & MANAGEMENT
Status and Governing Document
OneRichmond was established in 2018 as a joint steering committee of trustees drawn from Richmond Foundation (then Richmond Parish Lands Charity) and Hampton Fund (then Hampton Fuel Allotment Charity). As of 26 April 2024, when its Registered Charitable Status was granted, OneRichmond is a CIO (Charitable Incorporated Organisation), registered charity number 1208029. Its governing document is a Constitution dated 26 April 2024.
In addition, a Memorandum of Understanding (MoU), dated 21 May 2024, has been agreed between the Richmond Foundation, Hampton Fund and OneRichmond, which sets out the working arrangements between the three parties for the first three years of the charity.
Governance and Internal Control
The day to day activities of the Charity are monitored by the Trustees. Trustee board meetings are held quarterly and additional informal discussions and meetings also take place. New trustees are appointed by existing trustees.
Organisation
The Board consists of four nominated trustees (proposed by the founding charities) with up to eight appointed (independent) trustees. The intention is that, as OneRichmond grows and becomes increasingly independent, there will be no nominated trustees and they will be gradually replaced by independent trustees.
The Director is responsible for the day to day running of the charity and ensuring that the charitable objects are met.
Trustee Induction and Training
All new trustees receive a copy of the Trustee Handbook and are given a comprehensive induction to ensure they understand the charity’s structure, governance, and operations.
10
TRUSTEES’ REPORT continued
Related Parties
Trustees are unpaid and receive no benefit from their work with the Charity nor from any organisations supported by the Charity. There is no relationship between any trustee and Charity employees or suppliers.
Richmond Foundation and Hampton Fund have rights to nominate up to four trustees to OneRichmond’s Board of Trustees, but this does not allow them to control the charity. Conflicts of interest are declared and a trustee does not participate in taking decisions where they are conflicted.
Staff pay rates are set by the Board of Trustees. Details of Trustees’ expenses, if any, and related party transactions are disclosed in a note to the accounts.
Public Benefit
The trustees confirm that they have complied with their duty under the Charities Act 2011 to have due regard to the Charity Commission’s guidance on public benefit. Our main activity is fundraising to support and benefit the local community, and all efforts during the year have been directed toward achieving this aim.
Risk Management
The major risks to which the Charity has been exposed, as identified by the Trustees, have been reviewed and appropriate controls are in place to mitigate those risks.
FINANCIAL REVIEW
Overview
A summary of the financial results and the work of the Charity are set out in the accounts. The Charity’s income during the period was £293,760 against a total expenditure of £136,793 generating a surplus for the period of £156,967 . Staff and support costs accounted for the majority of expenditure.
The Board receives a financial report quarterly showing income, expenditure, current resources and commitments. The Board approves an annual budget and regularly reviews forecasts of income and expenditure.
Reserves
Total reserves at 30 June 2025 were £156,967 and comprised unrestricted reserves of £179 and restricted reserves of £156,788 held to cover staff and other operational costs.
The Trustees aim to have reserves equivalent to 3-6 months of regular operating costs, held either as unrestricted or appropriate restricted reserves. This ensures that the Charity can continue to operate in the short term should income fall or expenses unexpectedly rise. The current level of restricted reserves meets this reserves policy.
Going Concern
Taking into account reserves and anticipated income, the Trustees are confident that the Charity remains a going concern for at least twelve months from the date of approval of these accounts.
11
Independent Examiner
The trustees appointed Independent Examiner Debby Metcalf to undertake the examination of the Charity’s accounts (see Independent Examiner’s Report on page 13).
Trustees’ Responsibilities in relation to the Financial Statements
The Trustees are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards. The law applicable to charities in England and Wales requires the trustees to prepare financial statements for each financial 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 these financial statements, the Trustees are required to:
-
select suitable accounting policies and then apply them consistently:
-
observe the methods and principles of the Charities SORP 2019 (FRS 102): make judgements and estimates that are reasonable and prudent;
-
state whether applicable accounting standards have been followed, subject to any departures disclosed and explained in the financial statements; and
-
prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Charity will continue in business.
The Trustees are responsible for keeping accounting records which disclose with reasonable accuracy the financial position of the Charity and enable them to ensure that the financial statements comply with charity law. They are also responsible for safeguarding the assets of the Charity and hence to take reasonable steps for the prevention and detection of fraud and other irregularities. The Trustees are responsible for the maintenance and integrity of the Charity and financial information included in the Charity’s website.
This Report was approved by the Trustees, who are also the members of the Charity, on 20 April 2026 and signed on its behalf by:
Stephen Speak Chair of the Board of Trustees
12
Independent Examiner’s Report
Independent Examiner’s Report to the Trustees of OneRichmond (‘the Charity’)
I report to the Charity’s trustees on my examination of the accounts of the Charity for the period ended 30 June 2025.
Responsibilities and basis of report
As the charity trustees of the Charity you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (‘the Act’).
I report in respect of my examination of the Charity’s accounts carried out under section 145 of the 2011 Act and in carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.
Independent examiner’s statement
Since the Charity’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the Institute of Chartered Accountants in England & Wales (“ICAEW”) which is one of the listed bodies.
I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
-
1.accounting records were not kept in respect of the Charity as required by section 130 of the Act; or
-
2.the accounts do not accord with those records; or
-
3.the accounts do not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a ‘true and fair view which is not a matter considered as part of an independent examination; or
-
4.the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities [applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)].
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
Signed:
Date: 21 April 2026
Debby Metcalf FCA, member of ICAEW 22 Trowlock Ave, Teddington, TW11 9QT
13
Statement of Financial Activities
For the period from 26 April 2024 to 30 June 2025
| Notes | Unrestricted Funds (£) Restricted Funds (£) Total Funds 2025 (£) |
|---|---|
| Income from | |
| Donations and legacies 2 |
20 293,581 293,601 |
| Investments | 159 - 159 |
| Total | 179 293,581 293,760 |
| Expenditure on | |
| Staff Costs 4 |
- 89,677 89,677 |
| Support Costs 6 |
- 46,116 46,116 |
| Governance costs 7 |
- 1,000 1,000 |
| Total | - 136,793 136,793 |
| Net Income/(Expenditure) | 179 156,788 156,967 |
| Net Movement in Funds 11 |
179 156,788 156,967 |
The Charity has no recognised gains or losses other than those in the statement of financial activities. Therefore, no statement of total recognised gains and losses has been prepared. All the above amounts relate to continuing activities.
The notes on pages 16 to 20 form part of these financial statements.
14
Balance Sheet
As at 30th June 2025
| Note | 2025 (£) |
|---|---|
| Current Assets | |
| Debtors 8 |
27 |
| Cash at Bank and in Hand | 159,995 |
| 160,022 | |
| Creditors: amounts falling | |
| due within one year 9 |
(3,055) |
| Net Current Assets | 156,967 |
| Total Assets less Current Liabilities 10 |
156,967 |
| Charity Funds | |
| Unrestricted - General | 179 |
| Restricted Funds | 156,788 |
| 11 | 156,967 |
These financial statements were approved by the Board of Trustees on 20 April 2026 and signed on its behalf by:
Stephen Speak Chair of the Board of Trustees
15
Notes to the Financial Statements
1 Accounting Policies
The following accounting policies have been used consistently in dealing with items which are considered material in relation to the financial statements.
1.1 Basis of Preparation of Accounts
The financial statements have been prepared under the historical cost convention and in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019) (“the SORP”) and the Financial Reporting Standard applicable in the UK and Republic of Ireland (“FRS 102”).
The Charity has taken advantage of section 4.6 of the SORP to report the Charity’s expenditure in accordance with the nature of the expenditure rather than on an activity basis.
1.2 Fund Accounting
Unrestricted funds are available for use at the discretion of the Trustees in furtherance of the charitable objectives of OneRichmond.
Restricted funds are subjected to restrictions on their expenditure imposed by the donor or through the terms of a grant.
1.3 Going Concern
The financial statements have been prepared on a going concern basis. The trustees have reviewed the Charity’s financial position, including reserves, cash flows and forecast income and expenditure for a period of at least 12 months from the date of approval of these financial statements, and have considered the principal risks and uncertainties facing the Charity. On the basis of this review, the trustees have a reasonable expectation that the Charity has adequate resources to continue in operation existence for the foreseeable future and therefore continue to adopt the going concern basis of accounting in preparing the financial statements.
1.4 Incoming Resources
All incoming resources are included in the Statement of Financial Activities when the Charity, OneRichmond, has entitlement to the income, there is a certainty of receipt and amount is quantifiable. The following specific policies are applied to particular categories of income.
Voluntary income received by way of grants, donations and gifts are included when receivable. Grants, where entitlement is not conditional on the delivery of a specific performance by the Charity, are recognised when the Charity becomes unconditionally entitled to the grant.
16
NOTES TO THE FINANCIAL STATEMENTS continued
1.5 Resources Expended
Expenditure, including irrecoverable VAT, is recognised on an accrual basis as a liability is incurred.
Governance costs include those costs associated with organisational administration and compliance with constitutional and statutory requirements.
1.6 Pensions
The Charity operates a defined contribution pension scheme and the pension charge represents the amounts payable by the Charity to the fund in respect of the period.
1.7 Debtors
Trade debtors and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid at the period end.
1.8 Creditors and Accruals
Creditors and accruals are recognised where the Charity has a present obligation resulting from a past event that is expected to result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably.
Creditors and accruals are normally recognised at their settlement amount after allowing for any trade discounts due.
1.9 Cash at Bank and In Hand
Cash at bank and in hand includes cash and fixed rate bonds with a maturity of not more than six months.
2 Donations and legacies
| Donations and legacies | |
|---|---|
| Unrestricted Funds (£) Restricted Funds (£) Total 2025 (£) |
|
| Transfer from Richmond Foundation (note 3) |
- 76,977 76,977 |
| Grants | - 216,604 216,604 |
| Donations | 20 - 20 |
| 20 293,581 293,601 |
17
NOTES TO THE FINANCIAL STATEMENTS continued
3 Transfer from Richmond Foundation
Prior to registration as a CIO, OneRichmond operated as a project within Richmond Foundation (formerly Richmond Parish Lands Charity). OneRichmond was registered as a CIO on 26 April 2024, but operated within Richmond Foundation until the transfer of assets and operations was completed on 31 May 2024. On 31 May 2024, Richmond Foundation transferred net assets totalling £76,977 that had been held by Richmond Foundation in a designated bank account for the OneRichmond project. Expenditure on the project in the period 26 April 2024 to 31 May 2024 was reported in Richmond Foundation’s 2023-24 audited accounts.
The £76,977 comprised restricted funding from Hampton Fund and Richmond Foundation with the same restrictions as grants received by OneRichmond from Hampton Fund and Richmond Foundation after the transfer of assets. The funds are for operational costs towards meeting OneRichmond’s objectives, and are not to be used or passed as a grant to a third party.
| Wages and Salaries Employer’s NI Costs Employer’s Pension Costs 4 Staff Costs |
|
|---|---|
| 2025 (£) | |
| 79,905 | |
| 2,583 | |
| 7,189 | |
| 89,677 |
No employee earned £60,000 per annum or more.
The total employee benefits including pension contributions of the key management personnel were £56,907.
2025 (No.)
The average number of employees (head count based on number of 2 staff employed) during the year was:
5 Related party transactions
Trustees are unpaid and receive no benefit from their work with the Charity nor from any organisations supported by the Charity. No trustee expenses were paid. There is no relationship between any trustee and Charity employees or suppliers.
18
NOTES TO THE FINANCIAL STATEMENTS continued
6 Support Costs
| Prepayments Accruals Pension Costs Payable 8 Debtors 9 Creditors - Amounts falling due within one year Staff recruitment Office & General Expenses Marketing IT Support Fundraising Professional Fees Consultants Independent Examiner Fees 7 Governance Costs |
2025 (£) |
|---|---|
| 10,878 | |
| 9,888 | |
| 6,636 | |
| 8,664 | |
| 180 | |
| 6,420 | |
| 3,450 | |
| 46,116 | |
| 2025 (£) | |
| 1,000 | |
| 1,000 | |
| 2025 (£) | |
| 27 | |
| 27 | |
| 2025 (£) | |
| 2,514 | |
| 541 | |
| 3,055 |
19
NOTES TO THE FINANCIAL STATEMENTS continued
10 Analysis of net assets between funds
| Unrestricted Funds (£) Restricted Funds (£) Total 2025 (£) |
|
|---|---|
| Current assets | 179 159,843 160,022 |
| Current liabilities | - (3,055) (3,055) |
| Net current assets | 179 156,788 156,967 |
11 Analysis of net movement in funds
| Funds at 26/04/2024 (£) Receipts (£) Payments (£) Transfer (£) Funds C/F 30/06/2025 (£) |
|
|---|---|
| Restricted Funds: | |
| Operations | - 168,257 (43,216) - 125,041 |
| Personnel and Research |
- 125,324 (93,577) - 31,747 |
| - 293,581 (136,793) - 156,788 |
|
| Unrestricted Funds: | |
| General | - 179 - - 179 |
| - 179 - - 179 |
|
| Total funds | - 293,760 (136,793) - 156,967 |
Purposes of restricted funds:
Operations Grants received from Richmond Foundation and Hampton Fund for operational costs towards meeting OneRichmond’s objectives, not to be used for grant funding.
Personnel and Research Grants received from City Bridge Foundation for staff costs and research to support the development of OneRichmond as an independent place-based giving charity.
20