The programme delivers CAMHS inpatient services for 13 London boroughs. My key responsibility is to ensure services delivery, care quality, commissioning process and day-to-day communication across teams are run effectively line with the programme priorities. Practically this entails: • Leading strategic commissioning for NCEL CAMHS inpatient services with a core contract value of £31 million and interfacing with system partners, including contractual performance monitoring, regulatory compliance and quality improvement.• Facilitating Programme Director and Clinical Director for providing assurance to the key programme boards, specifically around the NCEL financial planning, commissioning intentions and service quality performances. • Assessing, taking actions to mitigate risks and implementing escalation systems to Programme Director. This includes risks around care quality, service development, staff and organisational reputation. • Developing project plans and mobilising new services. This includes co-designing the eating disorder hospital at home service model; leading the procurement to invest savings into inpatient specialist pathways and community preventative services, such as DBT services and voluntary sector grant schemes.• Leading and driving progress of the Clinical Quality Group and clinical workstreams. This includes establishing structures and aims of each clinical workstream, reshaping services provision to meet the population needs and co-designing service model with services users and partners.• Ensuring positive and supportive culture are embedded in the team. Taking the lead role to facilitate constructive debates, mediate conflicts and identify resolutions of issues.

This role was an acting role alongside my Deputy Director role to cover Programme Director functions, while the post was at its recruitment stage.The NCEL CAMHS Provider Collaborative programme delivers CAMHS inpatient services for 13 London boroughs. My key responsibility was to lead and ensure the delivery of commissioning, performance, financial and governance requirements were in line with the NHSEI contractual agreement and ELFT’s strategic objectives. Practically this entailed: • Coordinated all the collaborative resources and provided leadership within the programme – leading the team to identifying resolution of issues, involving in key clinical redesign of services and ensuring the embedment of the co-production model.• Worked in partnership with system partners, which included CAMHS inpatient service providers, NCL and NEL ICS, Pan-London Provider Collaborative and wider local health and social care system stakeholders. • Ensured a robust governance process and service performance management system were in place, which included regular care quality reviews at the service level, risks and financial review at the programme level.• Led on agreeing income with NHSEI, planned budget and ensured the team in delivery of priorities, contracts and services within agreed resources.• Provided updates and assurance to the key programme boards, which included making decisions on large scale commissioning and areas of significance, such as NCEL investment portfolio for reducing health inequalities and utilising hospital admission alternatives.• Encouraged staff wellbeing and a positive culture in the team. Remained optimistic and resilient to support staff during periods of change and uncertainty.

• Led strategic commissioning for NCEL CAMHS inpatient services with a core contract value of £31 million and interfaced with system partners, including contract and regulatory compliance.• Co-led the NCEL Clinical Quality Group with the Clinical Director, supported and ensured the establishment of clinical priorities align with the NCEL programme objectives and population needs.• Developed and evaluated clinical workstreams, including the NCEL eating disorder admission pathway, NCEL general adolescent unit (GAU) quality guidance and the NCEL psychiatric intensive care unit (PICU) referral procedure.• Undertook a data-driven approach to actively monitor impacts of services and identified areas of improvement of each inpatient unit.• Led the development of the KPIs (key performance indicators) for new and existing services, which included Home Treatment Team and Hospital at Home Eating Disorder Services.• Facilitated the NCEL Head of Finance to manage resources, identify financial risks and ensure the budgeting matches with NCEL clinical priorities. • Implemented the principle of co-production and ensure service users’ and carers’ voices were well embedded in commissioning activities.

• Leading the implementation of the ‘Green Paper: Transforming Children and Young People’s Mental Health Provision’, Trailblazer CAMHS 4-week-waiting time and Mental Health Support Team in schools services• Embedding in the Tavistock & Portman NHS FT and working closely with CAMHS clinicians to develop the care pathway, reshape the service structure, improve access and waiting time• Reviewing and rationalising the current clinical practice to ensure the consistency of service provision and smooth interface between health service and social care• Leading the set up and the pathway development of the Integrated Front Door, a central point of referral for the both mental health and social care services in Camden• Developing the Mental Health Act section 117 aftercare planning guidance to standardise the care planning processes and the responsibilities of each stakeholder • Working jointly with the Tavistock & Portman NHS FT for the workforce redesign and participating MDT (Multidisciplinary Team) discussions for the patient rehabilitation in the community• Managing the development of Camden CAMHS Local Transformation Plan and ensuring the plan delivers the recommendations of the NHS Long Term Plan

• Managing the service implementation and improvement of the Community Living Well (CLW) Service Network, an integrated care model offers both clinical and wellbeing services for people with mental health needs at the primary care setting• Working together with service providers, including Central & North West London NHS Foundation Trust and voluntary sectors to assure the workstream projects are progressing at pace through programme management processes• Leading the development of the CLW outcome framework to evidence the impact of the care model of care and demonstrate the value of continuously service commissioning • Managing the CLW service performance and contracts; ensuring the service performance is measured appropriately and the service quality set in the contract is delivered• Undertaking research and data analysis to support the development of wider Integrated Care Team which interfaces mental heath and physical health services and joins up care pathways• Coordinating the development of SystmOne, an online system for clinical records, and reviewing information shared and recorded fit the service purposes• Leading the service user involvement through the CLW Forum. The forum provides service users a platform to reflect the service using experience which is beneficial for service reshaping

• Worked across and with wide range stakeholders, including commissioners, providers, clinicians and service users, across eight boroughs, eight CCGs and two Mental Health NHS Trust• Developed IAPT (Improving Access to Psychological Therapies) service specification toolkit to support local service commissioning and contracting in NW London • Proposed the common mental health needs new care model which focused on prevention and early intervention at primary mental health settings across CCGs, local authorities and voluntary sectors • Supported expansion of talking therapy and long-term physical condition service integration with NHS England Wave 2- £1.9m funding and implementing across 7 boroughs• Undertook research, service mapping and data collection to develop NW London crisis care pathway and business case for reconfiguring Health Based Place of Safety (under Mental Health Act section136)• Led NW London Children and Young People Mental Health Transition Training Specification development and supported the procurement process of £105k budge within the development • Project managed Department of Health Grand Scheme bid proposals to update estate of mental health crisis care • Delivered the mental health and wellbeing objectives set out for the North West London STP (Sustainability and Transformation Plan). Led the development of project plans, risk logs and reporting across programmes

• Project managed Achieving Better Access- Urgent Emergency programme and Acute Mental Health Care project• Developed extensive project documentation (including project plan, project update monthly reports to NICE and NHS England)• Recruited National Advisors and Expert Reference Group (ERG) members for the projects. Organised Technical Team and ERG meetings, including meeting agenda setting, development of presentation materials and managing the meeting preparation • Engaged effectively with key partners including psychiatrists, psychologist, commissioners, GPs, AMHPs, service users and voluntary sector representatives• Communicated and coordinated with NICE and NHS England with regard to project progression, issues and risk management• Project managed Achieving Better Urgent Emergency- Part 2 Liaison has been published by NHS England as national policy recommendation: o https://www.england.nhs.uk/wp-content/uploads/2016/11/lmhs-guidance.pdfo https://www.england.nhs.uk/wp-content/uploads/2016/11/lmhs-helpful-resources.pdfo Core 24 Liaison Psychiatry service as national target in NHS Five Year Forward View

• Responsible for daily media monitoring of human rights issues. This includes the monitoring of multiple printed newspapers (10+) and online news websites and produced the News of The Week, Amnesty International media team weekly highlight for Public Relations• Supported research on human rights violation case study and responded media enquiries

• Project managed Food+ Bromley food bank programme for London Borough of Bromley• Developed and delivered ‘communication scheme’ for internal and external stakeholders (senior management, referral agencies, clients, donors, volunteers)• Collaboration work with referral agencies, including developed partnership activities, identified potential clients and expanded referral partners. Referral partners included organisations work on end domestic violence and addictive behaviours• Information marketing on Food+ unique points to attract and increase the number of organisational donors, volunteers and partners

• Project managed Emotional Wellbeing Mental Health Programme for children and young people• Implemented ‘communication strategy’ with stakeholder presentations and briefings (senior management, NHS, social care, education, disabilities)• Worked in conjunction with commissioners linked Clinical Commissioning Group (CCG) and Council • Developed the ‘How’z u? mental health awareness promotional film’ and designed the ‘Good Mental Health ‘ website for children & young people • Coordinated and supported the bi-monthly Emotional Wellbeing Mental Health Programme Board• Completed EWMH programme branding (including logo, materials and promotional film artwork)• Established and set up the Richmond Emotional Wellbeing Forum • Managed and effectively coordinated project team colleagues to achieve work stream objectives

• Designed the Mandarin website structure and developed the Language Audience Communication Scheme• Undertook research on Freedom of Expression in Asian countries and produced the evaluation report on comparative policy analysis• Promoted partnership collaboration with regional charities and developed cooperation agreements

• Supported Marketing and Events Department for coordinating events• Organised seminars relating to international law and human rights