Providing dynamic and transformative leadership to drive development of an integrated health, social care and support system for the population of Essex through the building of strong working relationships at a senior level. Advising and supporting the Director of Adult Operations, & Directors of Local Delivery in leading and developing local partnerships in Essex with key partners including CCGs, District & Borough Councils, NHS & independent healthcare providers (incl. GPs), Police & Fire Services, Community & Voluntary sector organisations.Leading the development and implementation of Health and Social Care integration strategies and detailed business plans (including iBCF) to embed a multi-agency approach to ensuring people, their families and carers have access to the information and tools to enable them to live healthily and independently for as long as possible, whilst ensuring quality of life for those in need of long term care."....Melanie has excellent communications skills and has skilfully developed relationships with key partners, this is critical....given the pressures from the Acute Trust and the need to nurture effective partnerships. Melanie has excelled in this area.Melanie is committed, hard working, focussed and is very much a team player, Melanie has gained the respect of adult operational staff in terms of how the role of Partnership Lead can support them in their jobs and the huge challenges Adult operations and partners face."

Such a privilege to be working with fellow councillors and communities to establish Chelmsford Garden Community Council.

I am excited to be given the opportunity to undertake a Parish Council role and represent the people who live in the parish of Little Waltham. As part of the new community at Channels I welcome residents comments and look to represent all those in Little Waltham in matters that affect or will benefit our parish.

Provision of strategic level programme management for children's health services, incl. development of transformation programmes, provision of commissioning expertise & advice on strategic and operational issues to Directors, Clinical leads & Commissioning colleagues to ensure the commissioning of high quality, effective services in accordance with the CCG vision and agreed clinical pathways.- Working with Directors, Clinical leads and Commissioning colleagues to ensure the development of high quality and effective clinical pathways to deliver improved outcomes for children.- Strategic lead for the Children & Families Act 2014 & SENd reforms ensuring implementation of statutory requirements for health within the locality. Operationally ensuring the development & agreement of integrated working arrangements and protocols enabling all aspects of the act to be implemented with full agreement from all partners. incl. implementation of Education, Health & Care Plans processes, development of joint commissioning & care pathway reviews.- Leading negotiations & performance monitoring of providers incl. the development of robust service specifications, performance metrics and quality standards.- Working with contract management to ensure providers are held to account for all aspects of provision.- Development of robust strategic clinical forums to ensure oversight for Children & Maternity services. The engagement of frontline professionals alongside Clinical Quality, Finance, Performance & Clinical Leads is critical to ensuring the development of a robust vision and bespoke clinical pathways for Services.- Leadership and development of Commissioning for Quality & Innovation (“CQUIN”) and Service redesign & development programmes.- Development of transformation programmes and service improvements

Provision of strategic level programme & project support to Central Eastern Commissioning Support Unit, primarily in partnership with the Children's & Young People Service. I delivered strategic oversight, commissioning expertise & advice to the Head of Children, Maternity & CAMHS (and team members) across the range of commissioning services delivered by the CSU.

The role encompassed the provision of leadership, advice and support to commissioners and providers in relation to the following areas: - Interpretation and delivery of policy; - Development & leadership of clinical networks; - Development of strategic commissioning plans and operational delivery; - Development of robust service specifications, performance & information standards; - Development of partnership and joint commissioning arrangements.I was instrumental in the development and maintenance of effective partnership arrangements with local and national organisations (Care Quality Commission, Monitor, Local Authorities, Local Safeguarding Boards) to drive quality improvement throughout all children's health and social care provision.Key Achievement:Development of robust frameworks to ensure emerging commissioning organisations (NHS England, Specialised Commissioning Groups and Clinical Commissioning Groups) were aware of their responsibilities and had the competence and confidence (in terms of leadership, expertise and capacity) to lead and influence local systems in the commissioning of safe services for my portfolio areas.

I acted as strategic lead for Child Health and Wellbeing (“CHWB”) throughout the East of England and represented NHS East of England on all matters at national, regional and local levels. I was jointly accountable (and reported directly) to the Regional Director of Public Health (NHS & DH) and the Director of Children & Learners (Department of Education, DfE). My work was recognised as an innovative approach (national best practice model) to strategic leadership for particularly challenging services.

I led the development and implementation of Strategic Health Authority (“SHA”) policy for Children's Services (including CAMHS) and worked with colleagues to develop and implement all-age policy for mental health, learning disabilities and substance misuse.This was a pivotal role in the establishment of the Children & Maternity work streams of the NHS “Darzi Review” including establishment of Children & Maternity programme boards. I provided leadership and direction to clinicians/professionals in the development of improvement plans and ultimately influenced the content of the SHA vision “Towards the Best Together”.

This was a key role in the development and implementation of SHA policy for mental health, learning disabilities and substance misuse. Oversight of the Children & Young People's agenda was also an aspect of this role focusing on performance management of PCTs as commissioners together with the development and implementation of SHA policy.

I led on the development and implementation of policy for Child & Adolescent Mental Health Services, Older Peoples Mental Health, Learning Disabilities and Vulnerable Adults. I also contributed to the development and implementation of policy for Adult Mental Health, Substance Misuse, Prison and Children’s services. The role included robust performance management of NHS organisations to ensure policy implementation, improvement and achievement of all relevant targets and objectives.

I led the development and coordination of an effective performance management framework for a large provider organisation delivering a range of healthcare services including Mental Health & Learning Disability services (all ages). The role included the transformation of a team of young and inexperienced managers, each with unique and valuable skills, into a cohesive performance management service for the organisation.