Who we are

I have been a trustee and board member of Abbeyfield Braintree, Bocking, and Felsted Society since 1996. During that time I supported the Board in developing a 35 unit independent living facility and more recently successfully project managed their new independent living village from initial inception to successful completion in terms of both construction and financial outcomes. The village cost £23.5m to build and has 99 apartments, a bistro, a gym, a beauty and health parlour, a media room, a number of meeting rooms, a large greenhouse, etc.

My initial career was in local and central government, finishing as a Director in a London Borough. Subsequently I became a freelance management consultant, working as an associate of Deloitte Consulting. I specialised in embedding change management into organisations. Long term assignments included managing a large public sector procurement agency and strategic housing management for the largest local authority. My track record of achieving operation efficiencies and cultural change was achieved through engagement with staff, management boards, trade unions and elected members.

For over 20 years I also worked as an associate lecture for the OU Business School tutoring on the Diploma and MBA programmes, in Finance, Strategy, and across a wide range of management topics in the UK and overseas.

I am a passionate advocator of good, affordable housing that gives security, support and opportunities for interaction but at the same time enables independent living.

I currently chair the Abbeyfield Silverdale Society, and am also a Trustee at Abbeyfield Hartland House in Milnthorpe. For the last two years I have chaired the informal Morecambe Bay cluster group exploring collaborative working practices and potential mergers. In addition, I am a volunteer ranger with the National Trust.

I retired from a career of over 37 years in secondary education in 2020, and was a Headteacher in three large comprehensive schools in Lancashire, Warwickshire and Cumbria. I also worked as an Academy Director and had experience of advisory and inspection work.

As a trustee with two houses, I recognise and celebrate the strengths of local Societies and the importance of dedicated and long-serving trustees. As the chair of a regional group, I am well aware of the benefits of collaborative working with staff and trustees, and sharing best practice.

I will work to ensure that the Abbeyfield England board is relevant, responsive and empathetic, representing all Societies within the new organisational model and Abbeyfield Agreement.

I became involved with Abbeyfield on retirement as Director of Social Services at Cornwall County Council more than 15 years ago. My initial role was as House Chairman of a small home in my village which is part of the Abbeyfield South West Society. What attracted me to the society as a volunteer chair was the local management, considerable involvement from our community and an historical approach in the organisation which saw older age as an opportunity to try out new activities and make fresh friends whilst living in an affordable and safe home.

Abbeyfield is possibly more relevant today than at any time in its history. A fresh approach to the future, building on what we do best and making it even more relevant should be what we all are seeking to do.

Abbeyfield addresses a vital and growing need in society. I have extensive experience in helping community organisations compete effectively and efficiently – without compromising their social goals.

I was an elected, non-Executive Director of HF Holidays Ltd, which has strong parallels with Abbeyfield. It’s a member-owned Co-operative with a community-focused mission, owning properties in the UK and also working abroad. Volunteers are a key part of the offer.

We faced financial and sustainability challenges: a tired estate, ageing guests, and a failure to attract younger people. During my time on the Board, we modernised governance, re-engineered strategy, formalised our code of values, and established a financial plan to refurbish the estate. I served on three key committees: finance & estates, strategy, and audit & risk – and on the emergency Covid-19 committee, navigating the forced shutdown and supporting the recovery. I also chaired a working party evaluating Board skills and performance.

The changes Abbeyfield are planning must meet the needs of Members large and small. I’m a Unitarian and we celebrate (and fiercely defend) the independence and localism of our 170 congregations, while building on the shared expertise and shared benefits of a long-standing national family. I will bring that approach to my work with Abbeyfield.

Michele leads Abbeyfield England’s Membership & Services Team, guiding the charity’s overall direction and ensuring we meet the needs of our member societies. She works closely with the Board of Trustees to maintain strong governance and financial health while overseeing the delivery of services.

Her work spans strategy, operations, and member services, with a focus on developing our Member Service Offer and building key partnerships that enhance Abbeyfield’s impact.

Richard is dedicated to supporting our societies in the South East, offering hands-on, day-to-day support and building long-lasting relationships. He leads the work on procurement and shared services, ensuring societies have access to reliable suppliers and making informed, cost-effective decisions.

Richard helps societies manage resources more effectively, reducing costs and increasing value for all members

Melissa works with societies across the North, providing vital support with governance and business operations. She helps streamline processes and ensures societies have the tools and resources they need to operate effectively and meet their objectives.

Her role also focuses on compliance and internal systems, ensuring societies are supported in running smoothly and efficiently.

Claire supports societies in the South West, focusing on engagement, impact, and service delivery. She helps societies strengthen their local connections, build relationships, and ensure they have the support needed to meet their specific goals.

Claire plays a key role in making sure societies are empowered to succeed in their communities.