Job Opportunity Support Worker

Social Prescribing and PTS Project Admin Officer

Social Prescribing and PTS Project Admin Officer
Location: Northants

Flexible working hours welcomed, job share considered
37 hours per week- £23,500


If you would like this information and application form in a different format or language, or you would prefer to speak to someone, please let us know:


Email:              Telephone: 01865 670028


The Role*

Mayday is looking for someone who has a passion for social justice, who loves building relationships and making new connections, who thrives on being organised and has some great administrative skills.


This is a role that will challenge you to get radical, unleashing your inner activist to support Mayday and the people we walk alongside by:

  • Being the first point of contact for our social prescribing project in East Northants, working with people to find or create the things they want to do in the community alongside our PTS Coaches.
  • Co-ordinating a range of projects to support the development of the PTS Response, from gathering feedback from people who work alongside a PTS Coach, to arranging training for the team.


You will bring a sense of fun, have a spark that is ignited by doing something great, be driven by the passion for creating ways for people to be heard and responded to in a human way.


Equity and inclusion

We recognise that to create a radical and impactful organisation we need a diverse senior team that is representative of the diverse communities we hope to support. We recognise that there is a long history of racism and other forms of prejudice within the charity sector and we are committed to building our organisational and personal understanding of inequality and to becoming an inclusive and anti-oppressive organisation. We encourage and support applications from groups and communities underrepresented in the charitable sector and currently in our senior leadership team, including people from black and minority ethnic communities.

We support the Disability Confident scheme and we are open to making reasonable adjustments to the application and interview process to ensure that everyone who is interested can apply. Please use the contact details above to discuss this with us.

We can also discuss any relevant practical or other assistance which would support your application. Please get in contact.


How to Apply


You can choose to complete the application form, link below, and attach your CV instead of completing all of the boxes.

Mayday Trust Application Form

Social Prescribing and PTS Project Admin Officer Job Description

Social Prescribing and PTS Project Admin Officer Recruitment Pack


Alternatively, you can choose to video your responses to the application questions and send a CV to cover any additional information.


Please submit your completed version to:  If you would like to discuss applying in a different format, or would prefer to have an initial chat, please contact us on: or by calling 01865 670 028 or using social media.


Closing date: Wednesday 10th August 12pm


Interviews will be held on Tuesday 16th August at 1.00p.m. – 2.30 p.m. (group interactive session online) with individual interviews taking place on the afternoon of Thursday 18th August (online).


This post is subject to an Enhanced Level Disclosure & Barring Service check



Graffiti of 'Together'

Freelance Associates Opportunity

Freelance Associates Opportunity

Location: Remote with some travel required across the UK

Hours negotiated on a project by project basis

(typical commitment ranges from 1-3 days per week over 3-12 weeks)

£ Fees negotiable



We have exciting new projects and partnerships in the pipeline and we are looking for new freelance associates to join our team on a flexible basis. The projects centre on Strategic Advice, offered to local authorities, health bodies and delivery organisations across homelessness services, health, criminal justice and mental health, focusing on changing to a strength based, person led system. A typical commitment ranges from 1-3 days per week over 3-12 weeks, sometimes longer.


It is likely that you will take on an advice offer alongside our Director and will be required to work one or two days a week over 12 weeks.  We have work available now, and anticipate further projects to come online later in the year, so are keen to build a team of associates ready to work alongside us as projects develop.

We are open to ideas to expand our offer in partnership with people with specific skills.


The Role*

Mayday is looking for someone who has a passion for social justice, shares our values and can demonstrate the following skills:

  • An ability to engage and communicate across multiple levels of Local Government, NHS and provider organisations.
  • An ability to lead projects, self-manage, use initiative and adapt to evolving requirements and demands.
  • Strong project management skills, working to deadlines and monitoring budgets alongside the budget holder.
  • creative and solution-focused mindset
  • A commitment to openly sharing learning and practice and an ability to ask for help and help others.
  • Experience working with diverse groups across multiple locations/geographies in the UK
  • An understanding of ethical storytelling, safeguarding and informed consent
  • A sense of fun 



Equity and inclusion

It is important that our team reflects the diversity of the communities we work with in the UK. We are actively seeking freelancers with lived or professional experience of social justice issues, particularly experience of navigating or working alongside those trying to navigate homelessness. We seek people from diverse ethnic backgrounds, disabled people, people from LGBTQ+ communities and people from all education and class backgrounds.

We support the Disability Confident scheme and we are open to making reasonable adjustments to the application and interview process to ensure that everyone who is interested can apply. Please use the contact details above to discuss this with us.

We can also discuss any relevant practical or other assistance which would support your application. Please get in contact.


How to Apply


If you think you’d like to work with us and have a good mix of skills and experiences to offer please download the full brief below and get in touch with us at including:

  • recent CV
  • A brief cover letter outlining
    • Who you are and why you are interested in joining the Mayday team
    • How your skills and experience reflect what we are looking for and which of the roles you think best fits you
    • Any relevant examples or materials you can share relating to relevant projects
    • Your availability – e.g. what types of work/engagement you are interested in being considered for
    • Your target day rate


Closing date: Midday Friday 29th July 2022

Full Freelance Associates Brief 

This post is subject to an Enhanced Level Disclosure & Barring Service check


time to do something

“Mayday is an exciting place to work right now” Rob’s Reflections

It’s 6:30 in the morning as I look out of the window in my makeshift office. It’s the same room I sat in day after day during the start of the 2020 pandemic, working hard alongside colleagues in Westminster, trying to make sense of the Everyone In directive and ensure people had a place to stay safe. My time at Westminster is well documented, it had highs, it had lows, it had mundane parts too, but I learnt a lot and made some life long friends along the way.


Fast forward to now and I’m approaching two years in the job that changed my perspective on everything, not just professionally but how I interact with the world as a whole. So it is with a heavy heart that I have decided to say goodbye. My family and I have made the decision to move to Australia, the Land Down Under, to start a new life in the busy City of Sydney. My Partner is from Adelaide and when we met nearly eleven years ago she was about to return home, so I’ve been on borrowed time for quite a while now and for a variety of reasons, now felt like the right time.


Mayday Team African DrummingThere are lots of things I am going to miss, too many to list here (and probably not that interesting for you to read…) but leaving my role at Mayday was one of the toughest parts of the decision. I don’t underestimate how lucky I am that the role was developed with me in mind: Director of Change, changing the landscape, changing attitudes, changing systems. An incredibly exciting opportunity to have a real impact in how people going through the toughest of times interact with the services that should be there to walk alongside, listening, responding and focusing on what people can do, not what they can’t. It’s been a challenging couple of years, with lots of change. Mayday’s visionary Chief Executive decided it was time to move on, our inspiring, funny and incredibly supportive Director followed soon after, both of them leaving behind a phenomenal legacy of ideas, change and ambition for how we create a world where systems work for people. We saw almost all of our coaching team change, individuals who never fail to amaze every day, their perspective on life, the way they are able to hold a relationship that can be so fragile and support people to see the best in themselves, whilst vehemently challenging the injustices they see around them, it never ceases to inspire me and keep us all laser focused on our Mission and Vision. In this role I have been able to learn so much about how a charity functions, the highs, the lows, the impact that we should all be having in this sector. No longer were conversations always about what we need to get done, they were so often about what we wanted to achieve, what we believe in and how we will get there. I have been lucky enough to learn alongside some great people, a whole team of dedicated individuals who make finance work, who keep the whole ‘back office’ functioning, those responsible for culture and creativity and those that continually highlight Impact, striving for new ways to show this stuff works. Those that support our messaging and get the word out there.  Not to mention a board of trustees that, on an entirely voluntary basis, dedicate days and weeks of their time to make this small charity work. They’ve all been hugely supportive of me and I know it will be the same for whoever takes on this role next.


Mayday Trust is in an incredibly exciting place to work right now, led by a new Chief Executive, a man with so much knowledge and understanding of how charities can and should function it blows me away, he has been extremely supportive of this difficult move and has taught me more than I ever expected in the six months we have worked together. I will be forever grateful for it, but watch this space, it may not be the end – Mayday Australia anyone?


If you’re reading this and thinking, I can do that job, go for it, you won’t regret it. You’ll join an Executive Leadership Team alongside an amazing Director of PTS who has taught me all there is to know about approaching situations with a kind and compassionate outlook and a Finance Director who makes me understand numbers (an achievement not to be overlooked!) Apart from working in the chip shop with my best friend when I was 16 – this is hands down the best job in the world, I’m not crying, you are.


Until next time.


Robert White, Director of Change at Mayday Trust


If you are interested in working with Mayday Trust, take a look at our ‘Director of Development, Income and Impact Vacancy here.

Board Of Trustee Full JD

Mayday Board Trustee Member

Location: Remote

Mayday Trust are keen to increase the impact of our work and as such are looking to recruit up to five trustees to join our board.  It is important to us that we reflect the communities we seek to support through tough times and we are dedicated to building diversity of representation, ideas and experiences on our board of trustees. We are interested in who you are and the ideas and experiences that you can bring, so you do not necessarily need prior board experience, we are happy to support you to learn about the role with us.

We are particularly keen to increase the diversity of the board, and to boost our board’s skills in the areas of:

  • Generating both commercial and fundraised income
  • Charity finance
  • Marketing and communications
  • Rights, empowerment and coproduction, including Trustees who may have their own experiences of going through tough times
  • Influencing local and national government

About Mayday

Mayday is an organisation with a network of passionate social activists working to bring about systemic change, whilst offering people going through tough times such as homelessness, leaving care, coming out of prison or experiencing emotional trauma, person-led and strength-based support through its PTS Response.

The Role*

Your general duties as a Board member include:

  • Attending four Board meetings a year (currently three virtual and one face to face) and one face to face away day with the team.
  • If you join the Finance and Investment Committee, this also has four (virtual) meetings a year. This committee looks at budgets and financial performance in more detail, and informs the wider board about progress and any issues and major financial decisions.
  • Helping to develop the Impact Plan, ensuring that the Board and Leadership Team set challenging goals and objectives and monitoring if we are meeting those targets.
  • Monitoring the performance of the Leadership Team.
  • Taking part in the recruitment of the CEO and other senior posts.
  • Ensuring that the Board always acts in the best interests of the people we work with, Mayday’s Team and our communities and the wider public.
  • Ensuring you are up-to-date with developments in the sector and the responsibilities of the Trustee role, and being willing to develop your skills and knowledge to do so.

How to Apply

Please complete the application form (link below) and submit the completed version to: Applications close: Wednesday 29th June 2022. We will be inviting successful applicants to an initial informal 10-minute discussion on Monday 4th July, initially via video call.

What is Pragmatic Radicalism?


Alex Fox – Chief Executive, Mayday Trust


Padlock on rusty door

How do I Feel About Housing First?

Through our Wisdoms series, people have consistently told us that feeling out of control and not having choices in their life are two of the main reasons the system keeps them trapped and unable to transition through their toughest of times.

Having a place to call home, a safe place, a place where you can be who you are, without arbitrary rules and conditions is central to moving away from homelessness and away from services imposing themselves in people’s lives. This may take the form of a Housing First scheme, it may take another form. A range of options is important, but fundamentally we must listen and respond to the person in front of us, we must be person led.

When we treat people fairly, human to human, focusing on relationship building, trust, brokering opportunities in the real world, instead of focusing on fixing problems and achieving outcomes – we see great change in people’s lives. Being led by people, focusing on what they can do, building on strengths. This is the PTS.

I’ve seen the term Housing First taken, manipulated, forced into existing systems and turned into something it was never intended to be. If we continue to look at the system as something that needs to be improved rather than fundamentally changed, we will be in the same situation in ten years’ time and certainly will not have ended rough sleeping by 2024 – thousands of people, locked in systems that they cannot get out of, whether it be mental health, homelessness, criminal justice or any other deficit label we care to dream up.

We need to think bigger than the latest initiatives and approaches. Offering somebody a safe place to live, their own front door, their own secure tenancy shouldn’t be radical, shouldn’t be a novelty only reserved for those where we have ‘tried everything else’. Absolutely let’s implement Housing First across the land, let’s make genuinely affordable housing available to those that want it and need it. And let’s make sure people have the support they are asking for, not the support we think they need, available when they want it, available how they want it.

When this system gives up on the managing and fixing that we have tried and tried again, when it gives up on warehousing people in ‘schemes’ because we’ve decided they cannot cope and replaces it with a re-distribution of power, listening to people, building relationships, it is then that we will end rough sleeping, not before.


Robert White – Director of Change, Mayday Trust


Fist punched into the air

Wisdom from Strength-Based Working 9 of 9: Being Strength-Based

“When you feel bad, you don’t need someone to confirm it. You need someone to see a glimmer of someone else or something else and you need to know they have seen it then you can start to see it yourself. That is strength-based working for me – making that glimmer shine a bit brighter.”


Practitioners were passionate that working in a strength-based way was the right thing to do and felt that this should be the approach adopted by everyone. However, some people felt that you had to be clearer regarding personal boundaries when you work this way to avoid being seen as a friend or confusing the relationship.


“If you work in a strength-based way…you need to be really strong on boundaries.”


When reflecting upon what strength-based working meant to practitioners, there were common themes such as not fixing, avoiding labels, and looking beyond risks. When practitioners spoke about their work directly with people there was a sense of pride and joy about the work that they did.


“Once you start working like this there’s no going back!”


Although practitioners said that working in a strength-based was challenging, there was also a sense that once you take this approach, there was no going back. This was a challenge in itself, as often people felt if they couldn’t continue to work in a strength-based way, they had no option but to move on from their jobs or out of the sector completely.

“For me it means that you are facilitating rather than fixing, you look at pointing that person towards good health rather than dysfunction, stop using labels, but instead look at whole person and well-being. You need to see beyond the risk.”


“Since I’ve been working with a strengths approach, I’ve changed the way I talk and act with people – I’m now focusing on each individual’s strengths instead of trying to get them to improve on their weaknesses as I did before. The results have been amazing. I also get much more enjoyment and satisfaction from my job.”

“It’s just so freakin cool to help someone figure out positive things about themselves. Be proud of something, be confident in social situations, whatever it might be.”


When practitioners talk about strength-based working, they could describe the specific ways they behave, they communicated an energy and a passion for that way of working, and also an inability to go back to the more traditional deficit-based ways. The agenda is purely led by what the person wants to work on or achieve, and they focus on building connections and positive networks within communities as opposed to within services.

Monopoly Board

Wisdom from Strength-Based Working 8 of 9: The System

“Many people I’ve worked with talked about their situations as their fault. But you know what? Most of the time it was the system that failed them. We failed them. That’s hard to face up to.”

“What we get to do is build relationships, learn and understand people. I genuinely think by having different conversations, people are actually safer.”


Practitioners felt it was easy to get caught up in the pressures of the system and they knew this impacted on the way they wanted to work with people. Sometimes, on reflection, they felt that they were working with the system rather than with the person. Practitioners said that they felt increased pressure when they were working with those who were involved with lots of other agencies. They shared how they often felt helpless and frustrated with the way people were treated when they are caught up in systems and processes. Often, these processes actually prevented people from being able to move forward in their lives. Practitioners expressed how difficult it was to work with people when they are trying to challenge and change the system.


“People are losing their children because of how social services focus on mental health, deficits, and they treat parents going through tough times. Yesterday a mother gave up and handed her children to a relative. Solicitors didn’t feel able to challenge.”


“It can be tough to work alongside someone when they are experiencing negative situations or damage caused by the system.”

Practitioners shared how they had conversations with people they were working with about understanding their situation within the context of the system rather than the view that there was something wrong with them. They explained that they felt that this helped people to think about their situations in a different way in order to gain hope and motivation to move forward. They felt that having honest conversations with people was an important part of their work.

“I love asking people ‘you know what, what do you like doing?’ I love finding common interests with people… I have political debates with people talk about what a progressive society might look like that would support them properly. We talk about systems, we talk about systems change. And I think people find that really empowering.”


Practitioners explained that when they had been able to flip the conversation with people they were working with, so that they were aware of the impact the system was having on their lives, they often felt more in control or it made them angry at the system and their situations rather than at themselves.


Strength-based working can help people see things from a completely different perspective, simply by contextualizing their situation and their experiences, and this in turn can create a different mindset which in turn can support the ability to transition through their tough time.

Wisdom from Strength-Based Working 7 of 9: Relationships Reduce Risk

“What we get to do is build relationships, learn and understand people. I genuinely think by having different conversations, people are actually safer.”


*Trigger Warning: Reference to Suicide.

Practices surrounding risk assessment and how that connected to services delivered was one area identified by practitioners as needing some further thought. Practitioners understood why organisations were so concerned about risk but they felt that this concern was misplaced. It seemed more about protecting the organisation if something went wrong rather than the people they were there to help.


People felt pressure to make sure they had certain conversations or filled in forms, but didn’t feel that this was always in line with strength-based working. People shared that forms were rarely representative of the people they were working with and that building trust and relationships were a much better way of people having the opportunity to be safe. Practitioners felt that risk assessment should be an ongoing conversation about how that person can keep themselves safe, whereas, sometimes risk assessment seemed to be more about completing a form for the organisation’s benefit.

“I can’t make a generalised statement but a lot of the people we support, we support them because of trauma and their past… I’m expected to sit down and say hey, can you tell me about all of your traumas? I haven’t got time to ask how their day was, why they’re here, or why they’re crying? Only, if you could just stop crying and fill out this form? Like, it’s not professionals’ fault that they have to work in that way, right? It’s a system that’s so terrified of a person killing themselves by suicide, or hurting someone at all. It’s so scared of some horrible negative consequences being lumped onto the organisation that it’s all about risk.”


Practitioners also mentioned that part of strength-based working was allowing people take some risks themselves. They felt that this is how we ordinarily live and learn in everyday life, but when you go through a tough time, like becoming homeless, this seems to be taken away from you. It all becomes very controlled and organisations become fearful of people making decisions and taking risks ‘we’ wouldn’t think twice about.

“People aren’t allowed to take risks if they become homeless, suddenly they are the risk.  I get things wrong all the time, lots of people do – when you become homeless you are not allowed.”


When people access services because of tough times they can be seen as a risk which needs to be managed by the organisation, often seen as someone who inherently carries high risks which they cannot manage themselves, simply because of how they are coping with trauma or the situation they find themselves in. As a practitioner it can be difficult to focus on listening to the person when you feel pressure to protect the organisation, or yourself, from blame when things go wrong.