CEO Phil Barron joined a panel discussion at London Funders’ Festival of Learning to talk about our charity’s ambitious strategic review and transformation. It was an insightful evening with fellow panellists Emma Horrigan (City Bridge Foundation), Emma Corrigan (The National Lottery Community Fund), Gabin Sinclair-Constance (Royal Borough of Kensington and Chelsea) and Michael Parsons (Impact on Urban Health).
After the event, I had the chance to sit down with Phil to chat about the transformative time for our charity and his reflections on the panel discussion. This interview preceded our launch as Richmond Foundation in November 2024.
Phil, you joined Richmond Parish Lands Charity in October 2022 and since then we have seen a transformation to refresh and modernise the organisation. Can you tell us about your journey with the charity?
Before joining, I spent five years leading a start-up organisation, the Young Westminster Foundation, and established the strategy there as a brand new funder. Moving from there to Richmond Parish Lands Charity (RPLC), a much more established funding organisation, was a significant shift, especially as I was brought in to lead a period of change.
When I arrived in Richmond, there was a lot of work to do to support the team and the trustees in overseeing the charity’s work. But right from the start, there was also a strong feeling across the team and trustees that it was time for a new chapter.
How did you identify what this new chapter would be?
It took some time to get to grips with the work of the charity, but soon we started planning the strategic review. We asked ourselves two critical questions: What do we need to do to stay relevant, and what do we aspire to achieve to be better? Although RPLC was already a respected charity, we recognised that there was clear scope for improvement. We wanted to be ambitious and took on the challenge to make our charity the best it can be.
What steps did you take to begin this transformation?
Engaging with both internal and external stakeholders was crucial, along with careful planning and clear communication. We conducted well-prepared workshops facilitated by external experts, which helped bust myths and maintain momentum. There were also quick wins, like renovating our office, which provided psychological boosts and symbolised our modernisation efforts, too.
The framework of the review allowed space for all the team and trustees to engage in important discussions around the key issues. This holistic review included evaluating our governance, diversity, expertise, and systems with the support of a learning partner to facilitate workshops. This was complemented by a deep dive into the issues in Richmond through desk based needs analysis research.
How did you engage with partners during this process?
We reflected on previous reviews and consultations that had taken place. Sarah [Grants Director] and I then embarked on meeting with our funded partners and had lots of informal conversations to gain feedback on our work and reputation. There was evidently good trust with our partners and we were well-respected, but there was a sense that our look and feel was old-fashioned — so we rebranded!
We also looked at good practice from other communities and reached out to partner funders from across the London Funders network to provide insight and ideas.
What were some key outcomes of this review?
The review resulted in a completely reinvigorated organisation. We revamped our team, trustees, office space, and overall approach. We also developed a new strategic framework with a refreshed vision: “Everyone in Richmond has opportunities to build healthy and fulfilling lives.” This framework includes a mission, set of values, and several objectives to guide our work.
What changes have you implemented since launching your strategy?
Since launching our strategy in November, we’ve been busy implementing a new way of grant-making, which includes a commitment to listening to local partners to collaborate around long term investments. We are also addressing recommendations from our review, such as updating policies, focusing on diversity, equity, and inclusion (DEI), improving governance, and reviewing our investments. There’s still a lot of housekeeping to do, but we’re making great progress.
What were some challenges and learnings from this process?
The challenge was providing the opportunity for everyone to be involved without the process becoming unwieldy. We’ve learned that structured workshops and clear communication, being transparent with partners, are vital, as well as maintaining momentum and flexibility in our approach.
We’ve also learned the importance of continuous review and adaptability — it’s an ongoing journey!
How have you considered Diversity, Equity and Inclusion through the process?
DEI was highlighted in the review as an area that requires further attention. Foundations have a responsibility to represent the local community in an equitable and inclusive way. We are already making changes including the development of an Advisory Group to bring more voices into the charity and the adaptation of the DEI Data Standard with 360 Giving. This is a priority area for us going forward.
What exciting developments have emerged from this transformation?
We’ve shifted from reactive to proactive, collaborative and long-term funding. Our new initiatives include four new grants streams, including a special grants stream. We’re also launching an Education project aimed at reducing inequalities and achieving better outcomes for disadvantaged youth. Our commitment of £1 million over five years to this project is a significant change from our previous grant-making approach.
How has the strategy been received by partners?
The reception has been overwhelmingly positive. Since launching the new strategy at our AGM we’ve had some great affirmation of the new approach. I think partners have been able to identify how they can fit with our new priorities and collaborate with our aspirations. It’s clear we’re on the right path, and it’s incredibly exciting to see the positive impact of our changes.
What have you learned from taking part in the Festival of Learning panel?
I learned that many of the same issues are faced by foundations whether they are local, regional or national. We had interesting debates about issues such as the use of data in informing strategies, how best to engage communities and how to balance the ongoing business of the organisation whilst going through a period of review.