Head of Services

About The Green House

The Green House provides specialist therapeutic support to children, young people and families affected by sexual abuse.

We believe the environment is part of the therapy itself. Our spaces, relationships and organisational culture are intentionally designed to promote safety, belonging and hope - creating the conditions in which healing and growth can happen.

Creativity and connection are central to our work. Alongside evidence-informed therapeutic practice and professional expertise, we use art, play and nature-based therapy to offer meaningful ways for people to express themselves, find their voice and connect with others.

We look beyond the individual, to understand the relationships and wider systems that influence wellbeing, including family, school, community and professional networks.

We work collaboratively. We recognise children, young people and families as experts in their own lives and support them to have choice and a voice.

By combiningsafe environments, relationships, creativity, choice and evidence-led practice, we support children, young people and families to increase safety and connection, strengthen the systems around them and move towards positive and lasting change.

Key Role Responsibilities

The Head of Services provides strategic and operational leadership for the Charity's specialist therapeutic services, ensuring children, young people and families affected by child sexual abuse (CSA) receive safe, effective and compassionate support. The postholder will lead the continued development and delivery of high-quality, trauma-responsive services that enable those we support to heal and grow.

This pivotal role requires passionate and determined leadership, with significant therapeutic and safeguarding expertise, excellent people-management skills, strong strategic judgement and rigorous attention to quality and detail.

Reporting to the CEO, the role sits on the Charity's Senior Leadership Team (SLT) and is responsible for:

1. Strategic and Cultural Leadership

• Supporting the design, development and implementation of the Charity-wide strategy and associated business plans.
• Maintaining an informed understanding of the local and national child sexual abuse (CSA) landscape, positioning the Charity as a leader in the field.
• Working collaboratively with the SLT, ensuring decisions support the interests of the whole Charity.
• Leading by example, fostering a culture of safety, therapeutic excellence, inclusion and operational efficiency.
• Providing clear, evidence-based advice to the CEO, Board and relevant committees.
• Deputising for the CEO as required.

2. Service Delivery and Development

• Ensuring services are developed and delivered in line with the Charity's strategy, therapeutic model and business plans.
• Ensuring services are designed, developed and reviewed in meaningful partnership with the children, young people and families who use them.
• Working collaboratively across the Charity to ensure services are robust, integrated and sustainable.
• Ensuring services meet all contractual, funding and regulatory requirements.
• Ensuring referral, assessment, waiting list and allocation processes are equitable, transparent and efficient, making effective use of available capacity and enabling children, young people and families to access timely support according to need and risk.
• Championing equality, equity, diversity and inclusion (EEDI) across service design, delivery and workforce practices, proactively identifying and removing barriers to access, participation and progression.
• Ensuring appropriate quantitative and qualitative outcome data is collected to demonstrate impact to commissioners, funders and the wider public.
• Working with the Impact, Data and Research team to use evidence and feedback to improve services continuously and identify opportunities for external evaluation.
• Working with researchers, academics and universities as required, to strengthen the evidence base for the Charity's therapeutic model and services.
• Identifying and responding to emerging needs, service gaps and opportunities for innovation.

3. Staff Leadership, Management and Performance

• Ensuring the recruitment, onboarding and induction of therapeutic staff strengthen the Charity's workforce, therapeutic model and service delivery.
• The line management of the therapeutic managers and leads responsible for one-to-one creative therapy, nature-based group therapy, outreach, professional services and the VOICE project.
• Setting, monitoring and reporting on performance, quality and delivery targets in line with contractual and organisational requirements.
• Ensuring managers fulfil their responsibilities with integrity, accountability and a commitment to inclusive and collaborative working.
• Supporting workforce planning, staff wellbeing, retention and succession across therapeutic services.
• Overseeing the consistent application of HR policies and procedures, working with the Head of Finance and Operations (HoFO) to manage complex matters appropriately.
• Addressing performance and capability concerns promptly and in accordance with the Charity's policies and procedures.

4. Quality, Governance and Risk Management

• Therapeutic quality and practice standards across all services.
• Developing and maintaining a robust clinical and service governance framework.
• Ensuring the consistent implementation of the Charity's policies and procedures.
• Contributing to the review and development of policies and procedures as required.
• Ensuring service-delivery risks are identified, assessed, managed, escalated and regularly reviewed.
• Ensuring incidents are reported appropriately and that learning is embedded in service improvement.
• Ensuring complaints are handled appropriately and that learning is used to improve service delivery.
• Ensuring personal and service data is handled in accordance with relevant legislation, regulation and Charity policies.
• Ensuring confidentiality and professional boundaries are maintained across all services.
• Providing clear and timely quality, risk and performance reports to the CEO, Board and relevant committees.

5. Safeguarding

• Acting as the Charity's Designated Safeguarding Lead (DSL), with overall responsibility for safeguarding practice across the organisation.
• Providing leadership, advice and support to staff on child and adult safeguarding concerns, including complex and high-risk cases.
• Ensuring appropriate and timely action is taken to minimise the risk of harm to children, young people and adults.
• Ensuring child and adult safeguarding is managed robustly and in accordance with legislation, statutory guidance, local safeguarding procedures and Charity policies.
• Working closely with the Family Support Manager and Therapy Manager to ensure effective operational safeguarding practice, appropriate cover and consistent decision-making across services.
• Ensuring suitable safeguarding arrangements and trained cover are maintained during periods of absence.
• Maintaining effective working relationships with statutory agencies, local safeguarding partnerships and other relevant professionals.
• Conducting regular audits of safeguarding records, decisions and practice, ensuring learning informs continuous improvement.
• Reporting on safeguarding activity, risks, themes and learning to the CEO, relevant committee and Board as required.
• Leading and participating in the safeguarding rota, ensuring adequate cover at all times.
• Escalating serious safeguarding concerns, organisational risks and potential serious incidents to the CEO and/or Board as required.
• Ensuring allegations or concerns relating to staff or volunteers are managed appropriately and referred to relevant external agencies where required.
• Maintaining up-to-date child and adult safeguarding knowledge and undertake all required training.

6. Budget Management and Income Generation

• Managing the budgets for the Charity's therapeutic services.
• Working with the CEO and HoFO to set, review and monitor annual budgets.
• Involving service managers in budget-setting and financial management as appropriate.
• Ensuring services operate within agreed budgets and deliver value for money.
• Working with the CEO and HoFO to identify and develop new commissioning and contractual opportunities.
• Working with the Head of Fundraising and Communications (HoFC) to support wider income generation.
• Contributing service expertise, impact evidence and delivery plans to funding bids and tenders.

7. Practice Excellence and Therapeutic Quality

• Maintaining appropriate registration and accreditation with the relevant professional body.
• Ensuring therapeutic staff hold and maintain the qualifications, registration and competencies required for their roles.
• Promoting continuous professional development through effective line management, support, guidance and formal and informal learning.
• Ensuring clinical supervision and reflective practice are delivered in accordance with the Charity's therapeutic model, policies and procedures.
• Auditing therapeutic service delivery to ensure required standards of practice are consistently met.
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