Abbeyfield is a charitable membership organisation providing care and housing across the UK and internationally for over 65 years. Its mission is to enhance the quality of life for older people through high-quality accommodation in a stimulating environment to maintain a socially active life.

Community is at the heart of Abbeyfield, where people come together to share meals, company, and enjoy life. It prides itself on providing more than a home — it is a neighbourhood, a community and a family. Homes are closely linked to their community to enhance the lives of residents and older people living locally, for example, by hosting events which all older people can enjoy.

In England, Abbeyfield’s membership operates 287 properties providing homes for 3,700 older people. There are also societies in Scotland, Wales, Northern Ireland, Canada, Australia, New Zealand, Belgium, Jersey and South Africa. Abbeyfield operates local services with a national and international reach. Together, they make the 'Abbeyfield Family'.

Its Strategy

In 2018-19, a strategic review was instigated to address several challenges across the Abbeyfield Family, including financial challenges, occupancy and sustainability issues, and a lack of cohesion across the organisation. These challenges were set against a backdrop of decline over a number of years in the number of residents which Abbeyfield supports and the number of locations where it has a presence.  

To deliver the strategy, Abbeyfield is creating a new organisational model that celebrates the independence and localism of our Abbeyfield Member Societies whilst building on the shared expertise and shared benefits that should naturally be part of a long-standing, international family.  

The outcome is to create a simplified system of governance with three tiers: individual Member Societies, national organisations representing Member Societies in specific countries, and a global governance body in the Members’ Council.  

• A Members’ Council which will become the overarching governing body for Abbeyfield across the world and include representatives from the countries in which Abbeyfield has a presence
• A new English national organisation — Abbeyfield England — responsible for supporting English Societies and representing them on the Members’ Council. This aligns with the other national societies throughout the world
• A revised and updated Abbeyfield Agreement which will set out a range of principles and standards that National Organisations and Member Societies will be expected to adopt and maintain, for example, adherence to values and brand; compliance with standards; collaboration in joint initiatives etc. This has been split into two separate but linked legal agreements — the National Organisation Agreement and the Local Member Agreement

Historically The Abbeyfield Society has held the central role in the Abbeyfield Family. The Trustees of The Abbeyfield Society are committed to supporting the strategic transformation, providing support and resources throughout the change process.

Financial Standing  

The turnover of our societies in England is approximately £139m. All societies pay a membership fee. Membership fees to support services for Abbeyfield England are anticipated to be approximately £1m.

Establishment of Abbeyfield England

Abbeyfield England will be established in September 2022. The first trustees (directors) will be those named in the registration documents to be sent to Companies House. The voluntary trustee Board for Abbeyfield England will comprise between eight and 10 individuals.

Abbeyfield England will enter into the National Organisation Agreement with the Members’ Council. It will also enter into the Abbeyfield Local Member Agreement with each of the Member Societies in England.

As the largest Member Society in England, The Abbeyfield Society will provide Governance and other support services to Abbeyfield England. The level of support will be reviewed annually. It is anticipated that services will be provided under a Service Level Agreement between The Abbeyfield Society and Abbeyfield England.

Alongside other Board Trustees, to promote the future viability and sustainability of Abbeyfield Member Societies in England, the Trustees' key responsibilities are as follows: 

• Ensure that Abbeyfield England continues to focus on achieving the shared vision, mission and strategic direction of the Abbeyfield Family, as affirmed by the Members’ Council
• Lead Abbeyfield England in pursuit of achieving its social purpose
• Be responsible for the performance of Abbeyfield England
• Uphold the beliefs and behaviours of the Abbeyfield Family
• Promote collaboration between Member Societies in England
• Be focused on the needs of residents and their wellbeing
• Ensure that Abbeyfield England complies with all legal and regulatory requirements
• Ensure Abbeyfield England complies with the requirements of the Abbeyfield Agreement with Members’ Council and Member Societies in England
• Satisfy themselves as to the integrity of financial information in respect of the operations of Abbeyfield England, approval of the annual budget and business plan and annual accounts before publication
• Ensure that Abbeyfield England’s governance and risk management are of the highest possible standard
• Safeguard Abbeyfield’s brand, reputation, and other intangible assets in England
• Monitor the support given to Member Societies in England
• Oversee the development and roll-out of the Abbeyfield Standard for England
• Work in partnership with other Trustees and senior staff (where applicable), contribute to and share responsibility for the Board’s decisions
• Maintain high standards of probity and conduct, adopt a formal code of conduct to which all trustees adhere (once established)
• Declare any potential conflicts of interest at each meeting
• Respect confidentiality of information

Trustees are also expected to:

• Bring to the role their independence, skills and experiences
• ‘Go and see for themselves’ how the organisation goes about its business
• Reflect annually on the Board’s performance and their own performance as a Trustee
• Sign a letter of appointment which sets out formally their primary duties
• Participate in annual strategic planning meetings and the Annual General Meeting
• Attend Board Trustee meetings, read relevant papers and be prepared to make a contribution
• Read background briefings, articles in the housing press and other publications so that they are informed about the context in which the organisation operates (The Company Secretary will give guidance on appropriate briefing material)
• Work with and support staff from anywhere in the Abbeyfield Family (where applicable) when requested, sharing expertise, as a working group member, or in other appropriate ways
• Attend events as an ambassador for Abbeyfield to network and promote the work of the Abbeyfield, helping to build its reputation and brand awareness
• Take part in activities designed to improve their understanding of the organisation and its work and to enhance Board performance

For the Charity Commission’s guide to the Trustee role — “The Essential Trustee: what you need to know, what you need to do” — please see here.

For a briefer overview of the Trustee role, please see here.

The successful candidate will have experience of operating in a senior leadership role/board level in a charitable, public sector or commercial organisation

They will have the following knowledge, skills and understanding: 

• Some knowledge of law, fundraising and / or philanthropy, although not essential
• An understanding of care and housing and the current regulatory and policy environment would be useful but is not essential
• Adept at building and sustaining relationships with key stakeholders and colleagues
• Understanding of how a member society organisation operates and the potential challenges
• Strategic vision
• Leading and embedding change
• Ability to think creatively
• Respect for confidentiality
• Willingness to speak their mind and provide positive and constructive stretch to fellow trustees and any staff team
• Understanding and acceptance of the legal duties, responsibilities and liabilities of trusteeship
• Ability to work effectively as a member of a team and exercise influence

Abbeyfield England will be a new organisation to build a supportive network for its family of Abbeyfield societies based in England.

It seeks people who can demonstrate Abbeyfield’s behaviours which are best described as a series of statements:

• We are welcoming
• We are adaptable
• We collaborate
• We take responsibility
• We celebrate the positives

Abbeyfield welcomes applications from everyone regardless of age, gender, ethnicity, sexual orientation, belief or disability. Given that community is at the heart of Abbeyfield, the Board should be representative of the people and communities it serves, a diverse Board will help broaden its reach and ensure that Abbeyfield is recognised as committed to serving diverse communities. To these ends, Abbeyfield particularly encourages applications from a diverse range of candidates whilst particularly encouraging applications from those engaged with the Abbeyfield Family in any capacity. All appointments will be made on merit, following a fair and transparent process. In line with the Equality Act 2010, however, the organisation may employ positive action where candidates from underrepresented groups can demonstrate their ability to perform the role equally well.

As a new organisation, the first Trustees will operate a staggered term of office to safeguard against all the Trustees having to stand down at the same point in time. Initially, one-third of the Trustees will retire after one year, but would also be eligible to stand for a further three year term; one third will resign after two years, but be eligible to stand for a further three-year term, and one third will have an initial term of three years, but be eligible for a second term of three years. These positions are not remunerated but reasonable out of pocket expenses will be paid

Time commitment

The role is estimated to require a commitment of around one to two days per month. Initially, the time commitment may be higher as there is an opportunity to work together to shape the new organisation.

The Board will meet at least quarterly, either in person or virtually. It is envisaged that more frequent meetings may be required at the start while Abbeyfield England becomes established.

Board Trustees may also take on ‘lead’ roles in line with their particular skills and experience. Trustees may be asked to represent Abbeyfield at outside meetings with potential funders or influencers, attend any launches, or work alongside Abbeyfield staff at events and receptions.  

Other meetings may be called from time to time, for example, with representatives from Member Societies. Board Trustees are also encouraged to visit Abbeyfield properties to enhance their understanding and connection with the Abbeyfield Family.

All Board papers will be made available in advance of the Board meetings, and trustees are expected to have read and understood the documents before the meeting.

Trustees must be well informed by reading background briefings, articles in the housing and care press, and other publications to understand the context in which Abbeyfield operates.

Currently its central office is located in St Albans. The trustees of Abbeyfield England can decide how they wish to conduct meetings. For this appointment, candidates may be based anywhere in the UK.