Liz Mack Email and Phone Number

• Strategic leadership of a diverse portfolio of services that enable and support those facing multiple disadvantage to realise their individual goals and potential. Portfolio includes adults and young peoples substance misuse CQC registered services, criminal justice services, 'hidden harms' and family provision, substance misuse and social care services in prison estates, homelessness outreach services and employment services.• Assurance delivery at board level• Ensure governance processes create the conditions for, and assurance of, safe, evidence based innovative delivery• National responsibility for the development and growth of homelessness strategy, services and integrated provision for rough sleepers with the National homelessness Lead.• Understanding of, and adaptability to, the needs of end beneficiaries, commissioners, trustees, communities and our workforce. • Development / sponsorship of regional EDI forum and strategy implementation• Development of workforce well being initiatives, with an inherent understanding that well being is the responsibility of both the individual and the organisation, as part of cultural change towards a psychologically safe, trauma informed and learning organisation. • Robust financial management of portfolio - Value circa £30m. • Direct/indirect line management of 500+ staff and volunteers. • Business development, leading tenders for growth• External senior interface with strategic partners• Planning and embedding organisational change initiatives as well as extensive experience of the mobilisation of new contracts / services

• Working with Local Authorities and strategic partners to develop and implement evidence based, effective drug and alcohol treatment for adults and young people using a systems approach. • Supporting local public health departments to influence stakeholders using a range of tools, events, workshops and services, in support of the development of optimal systems for those involved in the criminal justice system, using substances, experiencing social services involvement in families and VAWG, • Advising local areas on allocation of resources to achieve best value for money in the context of broader health and social care outcomes, including equality impact analysis. • Identifying examples of effective and innovative practice for dissemination nationally• Working with highly complex multi-agency partnerships/stakeholders to assess, support and advise on effective commissioning structures.

• Overall leadership and strategic direction for Ealing council, as part of the Public Health directorate, for the provision and commissioning of substance misuse services, and a coordinated approach to reducing harms associated with substance misuse. • Co-ordination and production of Joint Strategic Needs Assessment to ensure commissioning responded to localised need and trends across a range of health and social care indicators. • Engaging with/ influencing a multiplicity of stakeholders, across health, social care and criminal justice at a senior strategic level. Providing direction and leadership that delivered a partnership approach to health inequality.• Management of budgets totalling £6 million• Reporting to elected members through 'scrutiny' and other committees• Providing Policy advice and representations at licensing committees to reduce harms associated with a prevalence of alcohol, fast food and gambling establishments.

• Implementation and strategic leadership of integrated county wide contract in East Kent, delivering integrated substance misuse services across 7 hubs, value £7m. • Managing large and complex staff TUPE from several organisations.• Monitoring and delivering against payment by results targets and quality indicator targets.• Care Quality Commission registered manager, responsible for ensuring high standards of clinical service delivery and governance structures.• Leading stakeholder engagement and development of strategic pathways with a range of stakeholders• Focus on Safeguarding including developing Joint working protocols with LSCB, children and families services, children's centres, MARAC and IDVA services.• Recruitment and selection, direct and indirect line management of circa 100+ FTE

During this time I held positions which included Services management, and also being required to implement and mobilise new contracts for the organisation within this period - demonstrating an unfaltering focus on risk management, project implementation, culture, people, stakeholder management and community involvement. • Services Manager: East Sussex with oversight of integrated substance misuse services, Domestic Abuse services, young peoples ‘connextions' services, Family interventions Projects, children and young people's therapeutic services and substance misuse team within HMP Lewes. Leading large multidisciplinary teams ensuring quality performance which was responsive to need. • Implementation Lead: During this period I was given the opportunity to lead on the implementation of 2 large complex substance misuse services in Suffolk and Hertfordshire which were £3m and £9m in value respectively, involving complex staff TUPE transfer, data, prescription and systems mobilisation and transfer. Both projects required the mobilisation of multiple new service delivery locations (premises) and subsequent planning and refurbishment of these - to budget, and timescale.