Trustee Job Description

One-Eighty

Board of Trustees

Role Expectations - Trustee – Psychologist / Senior Therapist

Vision: ‘Where every child and young person has the opportunity to flourish in an education provision tailored to their needs.’

Mission: ‘Working with multi-professional services across Oxfordshire, One-Eighty is established to connect Children and Young People (aged 4-16) with a positive learning experience. This is delivered through academic tutoring, therapeutic enterprise, goal-orientated mentoring and family engagement, with both groups and individuals.’

WHO WE ARE

One-Eighty is a psychological behavioural support charity that seeks to inspire young people on the fringes of education and society, to live motivated and successful lives. We see schools as the key holders to transforming these young people’s lives and their communities. That is why all the programmes we offer are built around the school and around the school community; to enable the school to better support the families and the young people they are concerned about. Rather than ‘Mind the Gap’, we have consciously sought to fill the gaps left by austerity cuts and the legal-bureaucratic constraints placed on statutory services. As an independent charity we are able to go into a young person’s home and community in addition to their school, in order to identify the cause of their behavioural problems. From this platform we design an intervention plan specific to their needs as we seek to re-engage and re-inspire these young people.

THE TYPES OF YOUNG PEOPLE WE WORK WITH

03/02/2017 Page 1 of 6 At home, these children often are struggling with difficult family circumstances. They will have sometimes experienced or witnessed domestic violence; be acting as carers to parents with mental health problems, physical disability or a history of substance misuse; be suffering a family bereavement or be dealing with other traumatic experiences. Nearly 10% of the children we worked with in 2015/16 had an adult member of their household in custody, 35% experienced family mental health breakdown and 43% were either in a children’s home or cared for by foster parents.

At school, these difficulties result in poor attendance, low educational achievement and disruptive behaviour. They may also lead to criminal activity, drug or alcohol abuse, or self- harm. By helping these young people to reintegrate, we not only support the individual but also their teachers, their family, and the wider community in which they live. A successful intervention makes key changes in a young person’s attitude towards authority and rules, which in turn, also alleviates the work load of the local police. 73% of the young people that we have worked with have been successfully reintegrated back into mainstream classes.

HOW WE WORK

One-Eighty has 3 professional services and additional innovation projects that we are constantly researching and developing.

Service 1: One-to-One Interventions This is for the most vulnerable of young people. We develop a completely personal 7-week behavioural intervention plan, working 1:1 with them in various settings, in order to re-engage them back into classes and the community. Service 2: BE (Behavioural Education) BE is a group work programme for mid-vulnerability young people and is currently run in schools over a 6-week period, focusing on a range of topics that give young people the opportunity to learn skills and techniques to help change their behaviour in classroom settings. Service 3: Raise the BAR This is for young people beginning to show behavioural problems in class. Raise the BAR was designed to prevent the early behavioural signs of disengaging with education from escalating. This is currently a training programme offered to schools so that they have the tools to carry out the procedures when necessary. Service 4: Innovation Projects Primary School aged children are under-engaged when it comes to offering behavioural support. Catching behavioural changes as early as possible mitigates against escalation once a young person moves to Secondary School. ‘Kick Start’ and ‘Make Me Smile’ are two projects in further development, having been piloted in a number of schools across Oxfordshire.

THE CURRENT STRATEGIC DIRECTION

03/02/2017 Page 2 of 6 One-Eighty works in all areas of Oxfordshire and on occasion in bordering counties (for example if a child moves into an out of country care placement and it is deemed important to maintain education stability). As a new charity that began in 2010/11, our current vision is about developing and maintaining a stable service that provides outstanding provisions for children and young people of whom other services will reject. As we move into the next phase of our development we wish to consolidate the team into a finely tuned machine that can be replicated in the surrounding counties. These small clustered teams will look to have a mix of social workers, those with a background in psychology and/or various therapies, teachers, behaviour support/criminology workers, and mental health professionals (see pyramid structure to see the team content of each cluster).

Purpose of a Psychologist Trustee role: The Board of Trustees has overall responsibility for the strategic leadership, governance and appropriate management control of One-Eighty. It has three primary functions:

1. To create/develop, alongside the Senior Management Team, long term vision and mission; 2. To ensure the organisation stays focused on its mission and strategy; 3. To make policy decisions; and 4. To provide support and constructive challenge to the management team, in particular the Senior Management Team.

Note: Specific responsibilities are delegated to each individual under clearly defined terms of reference.

Day to day leadership and management of One-Eighty is delegated by the Board to the Senior Management Team and therefore, the board hold ultimate responsibility, however small scale decisions will be made without consultation to the Board.

The statutory duties of a trustee: All trustees are required to comply with the following statutory duties:

1. To ensure that the organisation complies with its governing document, charity law, company law and any other relevant legislation or regulations;

2. To ensure that the organisation pursues its objects as defined in its governing document;

3. To ensure the organisation uses its resources exclusively in pursuance of its objects: the charity must not spend money on activities which are not included in its own objects, no matter how worthwhile or charitable those activities are. Within One-Eighty the trustees are obligated to sign off purchases over £250;

4. To contribute actively to the board of trustees' role in giving firm strategic direction to the organisation, setting overall policy, defining goals and setting targets, and evaluating performance against agreed targets;

5. To safeguard the name, reputation and values of the organisation;

03/02/2017 Page 3 of 6 6. To ensure the effective and efficient administration of the organisation;

7. To ensure the financial stability of the organisation;

8. To protect and manage the property of the charity and to ensure the proper investment of the charity's funds;

9. To appoint the Management team.

Other duties In addition to the above statutory duties, each trustee should use any specific skills, knowledge or experience they have to help the board of trustees reach sound decisions. This may involve:

 Scrutinising board papers  Leading discussions  Focusing on key issues  Providing guidance on new initiatives  Sitting on recruitment, disciplinary and grievance panels as appropriate  Carry out training sessions for staff in relation to their experitise  Other issues in which the trustee has special expertise

Person Specification: Qualities To carry out the above duties, the following qualities are required of all trustees:

 Commitment to the organisation  Willingness to devote the necessary time and effort – all One-Eighty trustees currently commit one evening every 6 weeks for a board meeting and an average of 4 hours a month to supporting the Senior Management Team.  Strategic vision  Good, independent judgement  Ability to think creatively  Willingness to speak their mind  Understanding and acceptance of the legal duties, responsibilities and liabilities of trusteeship  Ability to work effectively as a member of a team  Nolan's seven principles of public life: selflessness, integrity, objectivity, accountability, openness, honesty and leadership.

Knowledge and Experience You will be joining the board specifically to guide the board in how One-Eighty can better implement psychological models and maintain some relationship with what is going on in the world of Psychology. One-Eighty was once reliant on psychological research to inform it’s direction and interventions but this has deliberately lapsed as it attempted to consolidate what it was offering to its clients. One-Eighty wants to re-establish this connection with Psychology but through the support and wisdom of a professional who has experience of adapting the theory to challenging client groups. This can be on an academic level, or through Clinical or Educational routes.

03/02/2017 Page 4 of 6 Additionally, to these obligatory tasks, you may also have some of the following skills that may be helpful to offer to the board:

● Mental Health – medical model ● Mental Health – social model ● Regulatory Frameworks ● Supporting People Frameworks ● Public Sector Finance/Funding ● Financial Planning and Management Audit ● Strategic Planning ● Independent Sector Business Development ● Health and/or Social Services Commissioning ● Strategic Human Resources Management ● Politics ● Report writing ● Policy and Lobbying ● PR and Media ● Legal including Company Law ● Private Sector Business ● Social Enterprise/Business ● Service User participation and involvement ● Networking

Commitment Required In order to fulfil the requirements of the role, trustees should endeavour to attend all Board meetings. Most Board meetings will not have pre-prepared papers, but if there are papers issued they will be sent out in advance of the meetings. Board members will be expected to have scrutinised the papers and be prepared to contribute to discussion and questioning.

As well as the main Board meetings, there may also be various sub-committees created if it is deemed necessary. At present there are no Sub-committees. Our intention is to create a Human Resource (HR) Sub-committee in the near future and to review any additional requirements in line with the development of the organisation. It is expected that Board members will also be a member of one or more sub-committees, dependent on particular skills and interests.

Additionally, there may be areas of work in the organisation that Trustees will be involved with, for example:

- Policy forums - Staff consultation events - HR processes – eg. recruitment, disciplinary and grievance processes - Publicity events

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