Jody Nason

• Commissioning and service design (childrens social care, early help education, public health, adult social care, health services, housing)
• Project management and programme management
• Transformation and change (services, structure and organisation design)
• System working – working across organisational barriers and bringing cross agencies together
• Identification and realisation of benefits and cashable savings (supporting with commercial review of services, contracts and also leading/overseeing implementation)
• Negotiation (commercial with providers but also partnership working)

• Postgraduate Certificate Local Government Management Studies
• Languages – English (native), Serbian/Croatian/Bosnian (advanced), Spanish (confidence level), Russian (level two – upper intermediate)
• Prince 2

Peter Watt – Managing Director of National Programmes – The National Autistic Society

“Jody worked on a couple of tricky internal reorganisations that also involved significant liaison with, and understanding of a diverse group of external stakeholders across multiple sectors. This meant Jody was navigating some pretty complex relationships and contexts as well as unpicking existing practice, assumptions and finances. She was a joy to work with, detailed, sensitive but clear and outcome focused. We are already looking at how we can work with Jody again and I would strongly recommend her services”.

Sue Naughton-Marsh, Creator of The Elevator

“I worked with Jody for the first time last year and we’ve stayed in touch. I really admire Jody for the care she takes when helping clients achieve their goals. Her personal values run deep and she is always thinking about how she can help others get from where they are to where they need to be. I also like the fact that she communicates in a relaxed and open way”.

Robin B, Director, Executive Operations, University of Arts

“I worked with Jody on an interim Leadership Team during a period of significant change and transition. Jody has real strength in being able to pivot between different complex topics, identify the issues and execute quickly. Despite the need to deliver significant change quickly, Jody always worked collaboratively, putting aside hierarchy and artificial service boundaries to focus on a singular goal of delivering for residents”.

• Led development of transformation programme for Children’s and Adult’s Social Care focusing on efficiencies for a Local Authority. Estimated savings across the directorate of 25% of their base budget (cumulative over 5 year period) alongside improvement resulting from regulatory notices (joint area for SEND and also CQC for Adult Social Care)
• Led service improvement and commercial work to improve business processes, reduce costs and generate additional income through the development of a new, evidence based commercial strategy (National Autistic Society)
• Led a piece of work to recommission gambling services in the community and acute sector. Developed a commissioning strategy and led provider negotiations (GambleAware)
• Led a review into the Better Care Fund and Public Health Grant for a Local Authority identifying efficiencies and savings to enable optimal use of the funds to support independence and improve wider determinants of health (Local Government Association)
• Led an organisational restructure to support a revised target operating model. Developed service structures alongside an accompanying organisation development agenda focusing on key behaviours for implementation across the organisation.

• Victim support and commissioning
• Community services (voluntary sector, community health services, locality working)
• Community integration (refugee resettlement, working across departmental and organisational boundaries)
• Health Services (SEND, reablement, hospital discharge pathways, mental health services, social prescribing)
• Commissioning and grant giving (developing effective commissioning methodology including differences between procurement and grant making)
• Social Care (all age)
• Public Health (all age services)
• Improvement activity following regulatory notices (including governance, planning and plan development and oversight)

• Commissioning and commercial
• Refugee integration (collective identity and community integration)

• 2017 worked to de-couple Triborough services following the exit of LB Hammersmith from the arrangements. Separated budgets and staff and designed new services within new budget to continue to deliver statutory duties and set out implementation timelines including staff consultation.

LinkedIn – https://www.linkedin.com/in/jody-nason/