Trustee Recruitment Pack St John’s Winchester July 2025 Dear prospective Trustee, Thank you for your interest in joining the Board of St John’s Winchester. We are looking for individuals who share our commitment to helping people live well in Winchester, and who are ready to contribute their insight, experience, and judgement to support our work. As one of England’s oldest charities, we are proud of our 900-year legacy of service. Today, our work spans almshouse accommodation, dementia care, and community-based support. We are at an important moment of development, with a clear strategic vision and ambitious plans to strengthen our impact in the years ahead. To support this, we are seeking new trustees who bring curiosity, collaboration, and courage. We are particularly keen to hear from people with experience in property, HR and people leadership and charity governance, though above all, we are looking for people who care deeply about the dignity and wellbeing of older people. Whether or not you have been a trustee before, we hope you will consider bringing your voice to our Board. We value lived experience, fresh perspectives, and people who want to help shape a future where every older person in Winchester feels valued, supported, and connected. With warmest regards, Marianne Wanstall Chair of Trustees 1 About St John’s Winchester History and Background of St John's Winchester The origins of St John’s Winchester can be traced back to the 10th century, with evidence suggesting that St John’s Hospital was founded by the 23rd Bishop of Winchester, Brinstan, in 934 to provide comfort to the poor and sick. By the late 13th century, the charity had become a central institution in medieval Winchester, bolstered by the endowments of key benefactors such as John Devenish in 1289. Following Elizabeth I’s royal charter in 1588, the charity’s administration passed to the city fathers until a significant turning point in 1830, when legal challenges over the misuse of funds led to the establishment of independent trustees under a private Act of Parliament. This governance model has shaped the modern structure of the charity, emphasising independent oversight and long-term stewardship. St John’s Winchester is now an amalgamation of several historic institutions, including Christes Hospital (founded 1608) and Mary Magdalen Hospital, both of which served vulnerable people in Winchester for centuries. Many of our historic buildings remain in use today, including the early 18th-century St John’s House and our medieval chapel, providing continuity between our heritage and contemporary mission. Today, St John’s Winchester provides around 100 almshouse units for older people, most of whom have strong ties to the city. Our mission is to support residents to live independently for as long as possible, with 24-hour support delivered by our dedicated Welfare Team. Our residents form a vibrant and caring community, with many involved in faith-based and social activities, and in the wider life of Winchester. A Financial Model Rooted in Property and Purpose As well as being a historic almshouse charity, St John’s Winchester is sustained by a robust financial model centred on our property and investment portfolios. The charity owns a substantial estate, including 40 investment properties in the city centre, which generated over £1.50 million in gross income in the most recent financial year. This property income underpins our ability to offer high- quality accommodation and support services at subsidised rates to those in need. Our financial strategy blends long-term stewardship of historic assets with a focus on sustainability and social impact. Surpluses are reinvested into property maintenance, development, and expanding our charitable programmes. A key principle of our model is to balance heritage preservation with the evolving needs of older people in the city. In doing so, we are building on over 900 years of legacy to secure the future of independent living and dignified support for generations to come. Impact Snapshot – What We Achieved Last Year (2024–25) St John’s Winchester by the Numbers Here’s a snapshot of the difference our charity made in the past year: Around 100 almshouse homes provided for older people in the heart of Winchester 2 1,200+ demen(cid:415)a support interac(cid:415)ons, including guidance, respite, and specialist nurse-led care Around 35 volunteers engaged across chaplaincy, befriending, gardening, and events 100% of residents surveyed said they feel safe living at St John’s 97% would recommend living here to others £49.8 million in total assets stewarded for long-term community benefit 3 Why St John’s Matters — To Winchester and the People We Support St John’s Winchester has been a part of this city’s fabric for over nine centuries. Today, our work remains as essential as ever — offering stability, dignity, and community to older people who need it most. In a city where more than 1 in 4 people are aged 60 or over, and demand for supported housing and later-life care is growing, St John’s provides 99 almshouse homes right in the heart of Winchester — a unique model of independent living with tailored support. We serve residents who often face complex challenges, including low income, social isolation, and long-term health needs. Our Welfare Team are on hand for support as needed . while our chaplaincy, volunteer programme, and communal life create a powerful sense of belonging and mutual care. In our most recent resident survey, 100% of respondents said they felt safe living at St John’s, and 97% said they would recommend it to others. We also lead vital work around dementia — one of the most urgent health and social care issues of our time. In the UK, over 900,000 people live with dementia, including thousands across Hampshire. At St John’s, our Dementia Support team (including two Admiral Nurses) provides guidance, emotional support, and practical help to individuals and families affected by dementia — whether they live in our almshouses or in the wider Winchester community. This is one of the few services of its kind locally, and it is expanding as need continues to grow. St John’s is more than a historic charity — it is a lifeline, a trusted presence, and a voice for those often unheard. We are part of Winchester’s living legacy, and as trustees, we are responsible for ensuring it continues to serve, adapt, and advocate in the decades ahead. 4 Our Financial Position: Strengths, Challenges, and Strategic Priorities St John’s Winchester enters this period of development and renewal with a strong financial foundation. With a substantial endowment and a valuable property portfolio, the charity is in a position of stability that many similar organisations can only aspire to. Our income last year totalled £2.5 million, with the majority generated from investments and rental income — a testament to the foresight of our predecessors in securing long-term financial resilience. At the same time, we face the reality that our core operating costs have started to exceed our annual income. In 2023/24, we recorded a deficit of £373,000 before investment gains — a figure that reflects rising costs across housing, care, staffing, and property maintenance. While our investment strategy performed well last year, delivering nearly £850,000 in unrealised gains, we cannot assume these returns will be consistent in the years ahead. This financial model - reliant on income from our endowment and investment properties - presents both opportunity and risk. It allows us to offer accommodation and support without relying on public funding. But it also means we must manage our assets with care, navigate economic fluctuations, and ensure that investment performance aligns with our charitable mission. Major maintenance responsibilities, especially across our historic almshouse estate, require designated reserves and long-term capital planning. Our reserves policy currently provides cover for around 9 months of operating expenditure, close to our 12-month target, but as our services grow and evolve, so too must our approach to financial risk and resilience. Looking ahead, the charity’s trustees and leadership team are focused on five core financial priorities: managing costs, growing sustainable income, maintaining and developing our asset base, strengthening investment governance, and building the capacity needed to deliver our expanding programme of support, particularly around dementia care. We are in a strong position — but not a complacent one. Our task now is to ensure that this legacy of financial stewardship continues to serve those who need us most, and that every pound we spend reflects the purpose of St John’s: to help older people in Winchester live well. 2024 Snapshot (as at July 2025) Almshouse Units: supporting independent housing for over 100 residents in the heart of Winchester. Dementia Support: A growing service offering practical support, Memory Wellbeing Centres, and specialist dementia nursing, helping individuals and their carers live well with dementia. Commercial Property Portfolio: £24 million of income-generating commercial property assets in Winchester. Total Property Assets: £36 million across almshouse and investment holdings. 5 Listed Investments: £14 million, supporting financial sustainability. Annual Income (2022–23): £2.28 million Annual Expenditure (2022–23): £2.37 million Net Assets: £49.3 million (as of March 2023) Employees: 48 staff members Board Composition: 11 trustees currently serving, drawn from co-opted, council-nominated, and bishop’s nominee appointments. Sub-Committees: Five sub-committees supporting governance: Finance Strategy and Audit; Property Oversight; Service Quality; People and Governance; and Fundraising Oversight. 6 The Role of a Trustee As a Trustee of St John’s Winchester, you share collective responsibility for the governance and strategic direction and planning for the charity. Trustees ensure the charity remains true to its purpose, and delivers meaningful, lasting impact for the people we serve. Trustees are required to abide by both company and charity law, exercising their legal and financial obligations as company and charity directors, adhering to corporate regulation and the charity’s Memorandum and Articles of Association. This voluntary role is both rewarding and demanding, requiring integrity, curiosity, collaboration, and a strong commitment to our values. Core Responsibilities 1. Strategic Leadership Set and safeguard the charity’s vision, mission, and long-term strategy. Ensure activities align with our objects and deliver measurable impact. Shape and approve strategic plans in partnership with the executive team. 2. Legal and Regulatory Compliance Ensure compliance with charity law, housing and care regulation, and our governing documents. Uphold responsibilities under data protection, health and safety, safeguarding, and equality legislation. Understand and manage legal and reputational risks. 3. Effective Governance Attend and contribute to Board and sub-committee meetings. Promote transparency, accountability, and high standards of conduct. Participate in Board development, self-assessment, and succession planning. Champion diversity, equity, and inclusion in all aspects of governance. 4. Financial Stewardship Oversee financial strategy and ensure long-term sustainability. Approve annual budgets and review financial performance. Monitor investment, reserves, and property strategies in line with risk appetite. 5. Executive Oversight Support and constructively challenge the Chief Executive. Ensure clarity of roles, appropriate delegation, and robust performance appraisal. Participate in the appointment and succession planning of senior leaders. 6. Safeguarding Reputation and Assets Protect and enhance the charity’s reputation, values, and culture. Ensure the prudent management of property, financial, digital, and human resources. Make decisions in the charity’s best interests, avoiding personal conflicts of interest. 7 7. Stakeholder Engagement Act as an ambassador for St John’s in Winchester and beyond. Engage with residents, staff, volunteers, partners, and donors to understand needs and build trust. Listen to and reflect lived experiences—especially of older people, carers, and those affected by dementia. Attend charity events where possible. 8. Learning and Development Commit to personal learning and Board development. Stay informed about the charity sector and policy environment. Participate in induction, training, and periodic governance reviews. 8 Who We’re Looking For We welcome interest from individuals from all walks of life. We recognise that great governance is shaped by diverse backgrounds, perspectives, and experiences. If you share our values and want to make a difference in the lives of older people in Winchester, we encourage you to get in touch, regardless of whether you have previous trustee experience. To complement the existing strengths of our Board, we are particularly interested in candidates with one or more of the following strategic skill sets: 1 - Strategic Property and Asset Management St John’s Winchester holds a significant and diverse property portfolio, including historic almshouses and a commercial investment estate generating essential income for our charitable work. We are seeking a trustee with expertise in the strategic management, maintenance, and development of property assets, particularly investment properties. Experience in asset planning, development viability, commercial leasing, capital works programmes, or property maintenance strategy will support our goal of ensuring financial sustainability while maintaining the quality, integrity, and purpose of our built environment. Relevant professional backgrounds may include: Chartered surveyors (RICS), property asset managers, or commercial estate agents Facilities or estates directors (particularly in education, healthcare, housing, or local authority settings) Development consultants, project managers, or investment analysts working in real estate Property lawyers or professionals with experience of landlord/tenant relationships and long- term asset planning Individuals with strategic oversight of building management or investment portfolios within large charities, housing associations, or diocesan estates We also welcome expressions of interest from those with transferable experience in managing portfolios or infrastructure programmes in other sectors, such as higher education, retail, regeneration, or planning. 2 - Charity Law or Governance We would benefit from additional expertise in charity law, regulatory compliance, or governance best practice, particularly in the context of housing, health and care, or the social sector. Trustees with experience in board leadership, risk oversight, or navigating the Charity Commission framework will help us to continue strengthening our policies, processes, and decision-making structures. Relevant experience may include: Charity lawyers or legal advisers working with regulated sectors Company secretaries or governance professionals in charities, NHS bodies, or housing providers Professionals with experience of board operations, compliance, or safeguarding frameworks 9 Former trustees, school governors, or non-executive directors with an understanding of regulated governance environments 3 - People, Culture, and HR As we continue to evolve and strengthen our staff and volunteer teams, we are seeking trustees with experience in HR practice and strategy, organisational culture, and workforce development. We are particularly keen to hear from individuals who can help us embed equity, diversity and inclusion across our organisation. Your insights will help us support a values-led, inclusive, and engaged team that reflects our community and delivers high-quality services. You may bring expertise from: HR leadership roles, including HR Directors or People & Culture leads Workforce planning, talent management, or leadership development Change management and organisational development in values-led environments Volunteer engagement, inclusion strategy, or staff wellbeing initiatives Employment law or charity HR governance As well as these specific areas, we welcome candidates with experience in a wide range of people- focused environments, including housing, health, education, local government, or the wider voluntary sector. We are also keen to hear from candidates with experience in fundraising, marketing and communications, and volunteer development. Personal Qualities High standards of integrity and good judgment Collaborative, curious, and collegiate in approach A commitment to inclusion, equality, and listening to lived experience Passionate about supporting older people The Benefits of Being a Charity Trustee Becoming a trustee at St John’s Winchester offers more than the chance to contribute your time and expertise, it’s an opportunity to shape the future of one of England’s oldest and most respected charities, deeply rooted in the life of Winchester. Make a Real Difference in Your Community Our work supports older people across Winchester to live independently and with dignity. As a trustee, you play a direct role in ensuring this support is not only sustained but expanded, through good governance, sound financial oversight, and strategic insight. Join a Legacy of Local Leadership For over 900 years, St John’s has provided sanctuary and support to those in need. Trusteeship connects you with this powerful legacy and the opportunity to leave your own mark, alongside like- 10 minded individuals from across the city and beyond. Our current board includes professionals from housing, finance, healthcare, property, and public service, many of whom have strong ties to Winchester. Grow Personally and Professionally Serving as a trustee offers valuable leadership experience, strategic exposure, and insight into charity governance and operations—skills that benefit trustees at every stage of their careers. It’s also a chance to learn from others, broaden your understanding of social issues, and participate in a forward-thinking board environment that values integrity, curiosity, and collaboration. Be Part of a Strong and Evolving Organisation St John’s manages a significant property portfolio, with £50 million in total net assets and ambitious plans for growth and innovation. As a trustee, you’ll contribute to a resilient and well-resourced charity with a clear strategy for financial sustainability, social impact, and environmental responsibility. Connect with Winchester's Future We are particularly interested in hearing from people with strong connections to the city—whether you live or work locally, or have insight into the lives and challenges of the people we serve. We also welcome applications from individuals with lived experience of ageing, caring, or housing insecurity. Our Commitment to Inclusive and Representative Governance At St John’s Winchester, we are committed to building a Board of Trustees that reflects the rich diversity of the community we serve. We believe that good governance is strengthened by a range of perspectives, experiences, and backgrounds. We are particularly keen to hear from individuals who live in or have strong connections to Winchester, and from those with lived experience of ageing, caring, dementia, housing insecurity, or accessing community-based support. We warmly welcome applications from people of all ages, ethnicities, abilities, and walks of life — especially those who may not have previously considered a trustee role. Your insight could help shape a more inclusive and compassionate future for our charity and the people we support. Practical Information Term of office Trustee terms are for three years, renewable for a second three-year term. Time Commitment Trustees are asked to commit around 8–10 days per year, which includes: Board Meetings: Held five times annually (including a full-day Away Day in October). Meetings are typically 2-3 hours long and scheduled well in advance. Committee Membership: Trustees are invited to join at least one sub-committee aligned to their skills and interests. Committees usually meet quarterly. 11 Reading and Preparation: Papers are circulated at least one week ahead of meetings via our secure online portal (AdminControl). It is assumed that trustees read all papers ahead of meetings and prepare for points of discussion and questions. Engagement: We welcome and encourage informal engagement with staff, residents, volunteers, and events throughout the year. Location Most meetings are held in person at St John’s Winchester. Hybrid attendance is supported as an ad hoc, rather than regular requirement, and we are happy to accommodate personal, or access needs to support inclusive participation. Induction and Support New trustees are offered a structured induction including: An introduction to our history, mission, and strategic priorities Meetings with the CEO, senior staff, and fellow trustees A tour of our almshouses and community services Access to governance resources and ongoing training (e.g. via the Almshouse Association) Eligibility To be eligible, you must be over 18 years of age and not disqualified under the Charities Act or Companies Act. We are keen to welcome trustees from all professional backgrounds and encourage applications regardless of previous board experience. How to Apply If you are interested in becoming a trustee, please send the following by [insert deadline]: A brief statement (1–2 pages) outlining your interest in the role, relevant experience, and what you feel you would bring to the board A short CV (or LinkedIn profile if preferred) If you would like to have an informal conversation before applying, we would be very happy to arrange a chat with our CEO or current Chair to explore the role further. Please send your application by 15 September 2025 to: Tim Bissett, Chief Executive Email: tim.bissett@stjohnswinchester.co.uk Timetable Stage Date (2025) Applications open Monday 28 July Deadline for applications Monday 15 September 12 Shortlisting completed Week of 23 September Informal interviews Week of 29 September Final interviews (in-person) Week of 6 October First Board meeting December 2025 (or early 2026) Useful Links Website Charity Commission Profile The Almshouse Association Charity Commission – The Essential Trustee 13