Humankind and Richmond Fellowship to merge

Humankind and Richmond Fellowship to merge to better support people facing multiple disadvantage

Richmond Fellowship and Humankind have announced that they are merging to form a single charity to better support even more people facing multiple disadvantage.

This exciting development builds on the rich heritage of two charities that share values, ambitions and decades of experience supporting people with substance use, mental health, housing and associated needs.

Derek Caren, CEO of Richmond Fellowship, said:

“Our organisations have a lot in common. We share a heartfelt belief that everyone should have a fair chance to live a life they value, and since our inception in 1959, Richmond Fellowship has worked hard to make recovery a reality for all.

“Joining forces with Humankind will allow us to break down some of the barriers that stop people getting the support they need and allow us to offer innovative, integrated services to more people across England.”

Paul Townsley, CEO of Humankind, said:

“From the very start of my career it’s been clear that drug and alcohol, housing and mental health support need to be brought closer together and work better for the communities we support. That’s why I am so excited about this new chapter for both organisations.

“This merger creates a unique opportunity to develop new, broader service models, invest more in our people, and use our shared experience and insights to influence policy and practice across the sector.”

Further information on next steps of the merger will be shared in the new year.


Notes to editors:

Derek Caren, CEO of Richmond Fellowship, is retiring in early 2024 and Paul Townsley, CEO of Humankind, will become CEO of the new organisation and oversee the merger.

Carolyn Regan, current Chair of Recovery Focus will become the Chair of the new organisation, whilst Caroline Gitsham, current Chair of Humankind will become the Vice Chair.

Aquarius (currently a subsidiary of Richmond Fellowship) will become a subsidiary of the new organisation.

For all media enquiries contact:

Veronica Beserve
Richmond Fellowship Head of Communications / 07468 763772

Gender Pay Gap Reporting 2022-23

In the UK, public, private and voluntary sector organisations with 250 or more employees are required to report on their gender pay gaps annually. The reports show the difference between the average earnings of men and women, expressed relative to men’s earnings. If an organisation reports a gender pay gap, it does not mean women are paid less than men for doing the same job, but it does show that, on average, men occupy higher-paying roles than women.

Richmond Fellowship’s mean 2022 – 2023 Gender Pay Gap (GPG) is 5.27% and its median 2022 – 2023 GPG is 4.59%. The mean GPG has fallen by 2.23% from 5.39% in 2021 – 2022 and the median GPG has risen by 1.04 percentage points from 3.55% in 2021 – 2022.

Mean Gender Pay Gap

Mean GPG
Quartile Result
Upper 10.16%
Upper Middle 0.03%
Lower Middle 0.30%
Lower -0.23%
Overall 5.27%

There has been a reduction in the overall mean GPG since 2021 – 2022 due to bonuses having been paid to more female employees in April 2022 and due to more females earning additional allowance payments and having worked on call on the snapshot date than males.

The mean GPG in the Upper quartile of 10.16% is primarily driven by the difference in hourly pay rates between the organisation’s top male and top female earners.

Median Gender Pay Gap

Median GPG
Quartile Result
Upper 7.08%
Upper Middle 0.00%
Lower Middle 0.23%
Lower 0.00%
Overall 4.59%

 The overall median GPG has increased due to the omission of 16 females from the GPG report, due to them not having earned their normal remuneration during the snapshot month of April 2022. More female employees than male employees availed of salary sacrifice schemes during this snapshot month (10 female and 3 male), which artificially reduced these colleagues’ earnings for the purposes of the GPG results report. The exclusion of these female colleagues from the GPG results report and/or the inclusion of their artificially lower earnings are particularly noticed in the Upper quartile, as a number of these female colleagues are ordinarily higher earners. Their exclusion is partially reflected in the smaller proportion of females in the Upper quartile compared to the organisational cohort as a whole, as 70% of the Upper quartile employees are female compared to 70.73% of the overall organisational cohort.

Comparison with selected other organisations

Richmond Fellowship has compared its 2022 – 2023 GPG results with the published 2021 – 2022 results of similar organisations which operate within the Health and Social Care sector. These comparisons are shown in the table below:

Name Mean Median
Turning Point 13.4% 10.8%
Mind 2.9% 5.9%
Richmond Fellowship 5.3% 4.6%
Overall Sample 7.2% 5.9%

Both Richmond Fellowship’s 2022 – 2023 mean and median GPG results are below the mean and the median results for the above sample of organisations, although Richmond Fellowship’s 2022 – 2023 mean GPG is higher than that of Mind’s 2021 – 2022 GPG. It should be noted that the results shown above for the other organisations relate to 2021 – 2022, and they could therefore have changed in 2022 – 2023.

The Chartered Institute of Personnel and Development (CIPD) published a comprehensive report on the GPG in March 2023. This report cites all employees’ GPG as having decreased to 14.9% from 15.1% in 2021 – 2022.

Mean Bonus Gender Pay Gap

Quartile Result
Upper -8.18%
Upper Middle 0.00%
Lower Middle 0.00%
Lower 10.52%
Overall -1.94%

 691 of Richmond Fellowship’s relevant employees received a bonus, which is in scope for the GPG reporting requirements. 70.8% of the bonus recipients are female and 29.2% are male, which more or less exactly matches the proportions of females and males in the organisation’s workforce (70.7% female and 29.3% male).

Bonuses in scope for GPG reporting requirements include the £500 non-consolidated payment made to employees as part of the 2021 pay award, golden hello payments, long service awards and retention bonuses awarded by certain local authorities for front line staff working in their areas and long service awards. The non-consolidated payment made as part of the 2021 pay award is the bonus payment which was received by the majority (71.71%) of the organisation’s employees as at the snapshot date.

77.5% of bonus recipients excluding the non-consolidated payment awarded under the 2021 pay award are female, which explains the overall negative mean bonus GPG result of 1.94%.

The non pro-rated golden hello payment of £1,500 and the pro-rated retention bonus payment of £2,000, both awarded by Cumbria County Council, have driven the negative mean bonus GPG in the Upper quartile. All of the recipients of these payments are in the Upper quartile and 76.25% of the recipients of these payments (61/80) are female.

The majority of bonus recipients in the lower quartile are those of the 2021 non-consolidated payment. As this payment was pro-rated, the majority of pro-rated recipients of this payment (81.4%) were female, which accounts for the mean bonus GPG of 10.52% in this quartile.

Median Bonus Gender Pay Gap

Quartile Result
Upper -5.88%
Upper Middle 0.00%
Lower Middle 0.00%
Lower 10.27%
Overall 0.00%

The impact of the £500 non-consolidated payment made to employees as part of the 2021 pay award on the median bonus GPG is clear. As this payment was pro-rated and was the most common bonus payment made, 69.75% of recipients of this payment were full-time, which explains the zero overall and middle bonus median GPGs.

Employees who sit within the Upper quartile predominantly work in Cumbria (46.51%). These employees received either a golden hello payment or a retention bonus and 76.25% are female, which explains the negative median bonus GPG in this quartile.

The higher proportion of females in the Lower quartile compared to across the overall cohort (80.35% -vs- 70.77%) explains the median bonus GPG in this quartile, especially when considering that the majority of bonus recipients in this quartile are those of the 2021 pay award non-consolidated payment, which was pro-rated.


Whilst our gender pay results are broadly positive, we will continue to develop and monitor actions around gender as part of our wider Equality and Diversity Strategic Plan.  Much of this is embedded in our people management policies, practices and training programmes but more specifically we have launched a revised recruitment training programme (including unconscious bias), menopause training and awareness sessions and extended flexible working options post COVID through further hybrid and homeworking arrangements. We continue to undertake an annual diversity monitoring report focusing on gender representation of our workforce at all grades and comparison against our service user profile and wider demographics.

Tim Anderson

HR Director

Tuesday 28 March 2023

We launch two new Mental Health Crisis Services in south east London


New Crisis Service SE LondonWe are delighted to be launching two Crisis Recovery Houses in partnership with South London and Maudsley NHS Foundation Trust. These will offer new community-based crisis support for people living in the London Boroughs of Lambeth, Lewisham, Southwark and Croydon.

We will be working in partnership to deliver a two-year crisis recovery house pilot starting in 2023. One of the pilots will include a crisis recovery house for young people – the first of its kind.

The houses will deliver 24/7 community-based crisis response as an alternative to acute inpatient admission. People referred to the service work on a one-to-one basis with highly trained teams to develop collaborative support plans and coping mechanisms to better manage their mental health following their stay. The houses offer hotel quality accommodation within the community where guests have the freedom to manage their own schedule, cook for themselves and access the community as they would were they in their own home.

They will be the tenth and eleventh Crisis Recovery Houses for Richmond Fellowship, who have pioneered this approach to mental health crisis support since 2005.  The Crisis Recovery House for young people is a new model, working with CAMHS teams to support young people aged 16 and up.

Leaders from the two organisations came together recently for a ground-breaking ceremony at the Lewisham site, which will open officially later in 2023.

Derek Caren, Chief Executive of Richmond Fellowship said:

“These crisis services will ensure that people in crisis are accessing the right service at the right time, as well as providing an alternative to those presenting themselves A&E in crisis.  We are delighted to be working in partnership with South London and Maudsley – bringing together our experience in Crisis Services with their clinical expertise and sector leading approach to meeting the needs of their communities.”

David Bradley, Chief Executive of South London and Maudsley said:

“We are really pleased to be working with the Richmond Fellowship to develop new crisis recovery houses for young people. These are the first of their kind and a big step forward in improving the services that we provide to young people experiencing a mental health crisis.”

Rod Booth, Director of Performance and Contracts at South London and Maudsley said:

“We are proud of our partnership which will enable us to provide a community asset that will deliver person-centered care for individuals and their carers during a crisis. The crisis house model delivers recovery-focused support to avoid escalation, build resilience, develop strategies, and achieve long term, sustainable outcomes for individuals who access this pathway. The Centre for Mental Health is also supporting an independent evaluation of the service model in year one, so we can learn from staff (including peer support workers), service users and carers in how to deliver the best care possible.”

James Lowell, Chief Operating Office at South London and Maudsley, added:

“This is a hugely valuable service which will support young people who are experiencing mental health problems or a period of personal crisis. Early intervention and prevention is a priority and working together to provide the right support will help us to provide more effective care, designed to meet the needs of our communities.”

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