Shivaun Jacobs

Accomplished professional with expertise in system leadership, strategic commissioning, and stakeholder management. Demonstrates proficiency in change management processes, joint planning, and delivery at scale. Skilled in communication, ensuring clarity and compassion through both verbal and non-verbal approaches. Adept at engaging patients, service users, carers, and community groups in service planning and decision-making. Utilises advanced analytical techniques such as SWOT analysis and cost-benefit analysis to drive informed decision-making. Committed to quality improvement through process mapping and PDSA cycles. Passionate about co-production, fostering a culture of openness and respect in service design. Dedicated to team development through coaching, mentoring, and diversity initiatives.

• Coaching and Mentorship in Leadership 2022, Leadership Academy
• Level 5: Leadership 2018, Institute of Leadership Management
• Practitioner Level: Programme Management 2010, Association of Programme Management
• Practitioner Level: PRINCE2 2009, Association of Project Management
• RM: Midwifery 1986, Bedford Hospital
• RGN: Nursing 1983, Lewisham Hospital

• Commissioning, procurement and contracting of eighteen weeks referral to treatment for ADHD diagnostic services with 31 Independent Providers, keeping within the cost envelope of £21 million; optimising Indicative Activity Plans to control financial spend and activity, leading to improved patient choice and better experience, reduction in waiting times variance and improved quality of assessments.
• Commissioning emergency services and development of protocols for patients on ADHD medication registered with 32 NEE practices, following the withdrawal of shared care, mitigation the risks in unsafe, interrupted or no prescribing. A further 164 children transitioned to adult services within the emergency contract, and unintended gaps in provision potentially lead to a decline in wellbeing.
• Negotiation with locally commissioned mental health providers to introduce an expedited care pathway for new and stranded patients within three-month time frame, to maintain continuity of care and reduce risks to safety.
• Delivering the improvements for the Essex SEND Joint Commissioning Group, leading to the removal of Written Statement of Action by regulators and a positive Ofsted/CQC inspection outcome for the Local Area.
• Adoption of the Best Practice Neurodevelopment Pathway model and service considerations across Essex, reducing variation, improving the consistency of offer and experience of families, move from three to one integrated single operating model for the Mid and South Essex Provider Collaborative.
• Development of the Essex SEND Joint Minimum Dataset to improve strategic oversight of demand and capacity, in sufficiency and workforce planning to meet projected demand, reduce the number of ad hoc reports requested of providers and manage expectations of waiting times for families.
• Decommissioning of the SEND Designated Medical Officer role in NEE and decision to move to a Designated Clinical Office Model to optimise delivery of the crucial elements to meet statutory responsibilities for CYP.
• Achieving greater efficiencies, improved access to services for children aged 12 years and national targets through the decommissioning of legacy grants to Voluntary sector organisations and procurement of a Mental Health Early Intervention Service with a contract value of £800k, leading to a joined-up approach in the delivery of Disordered eating, Talking therapies and Advocacy services.
• Delivered £16.7m of cost savings for a Trust by streamlining historical processes in elective care pathways to more efficient and better ways of working, leading to improved patient experience, and removal of special measures.
• £3.8million cost savings achieved through admission avoidance commissioning activities and out of hospital care closer to home, leading to shorter recovery times and better outcomes for patients, reduction in delayed transfers of care and improved system flow, specifically during periods of known system pressure.
• Delivery of the £2.7million portfolio of wellbeing projects for the East of England leading partnerships across 28 organisations, leading to improvements in the well-being of local communities with a reach of 35,000 beneficiaries over a three-year period.