Elizabeth Broadhurst
Send Improvement Strategic Lead @Nottinghamshire County Council
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WORK HISTORY
Send Improvement Strategic Lead @Nottinghamshire County Council
Nottinghamshire County Council – SEND and High Needs Improvement (2024–2025 PT)Led strategic consultancy support to the local authority in response to SEND inspection findings and Delivering Better Value (DBV) programme requirements. Key areas of work included: • Development and oversight of a revised SEND Partnership governance framework • Analysis of High Needs Block (HNB) spending, with recommendations for financial sustainability and improved commissioning • Support for the restructuring of the EHC Service, including job description development, job evaluation input, and organisational modellingdriving system-wide improvement, ensuring statutory compliance, and supporting the authority’s readiness for reinspection.
EDUCATION
UCS
Bachelor of Arts (B.A.), Early Childhood and Youth Studies
Anglia Ruskin University
Post Graduate Certificate, Education (Leadership and Management)
Lowestoft College
NVQ 5 Leadership and Management
SKILLS
ABOUT ELIZABETH BROADHURST
Highly effective in delivering outcomes using sharp bursts of focused high profile complex assignments to deliver clear outcomes and in developing momentum for sustainable change. Provide consultancy, interim management and project management services.Specialising in commissioning, change, project and operational management.Significant experience of working within Children Services as a Frontline Practitioner, Team Manager, Programme Manager and Head of Service. Hardworking, committed professional. Her extensive experience in Children Services includes; customer journey, partnership working, procurement, change management, commissioning, demand management and Corporate Leadership. Acknowledged for approaching work with high performance standards, drive and the ability to adapt to ever changing situations. Elizabeth thrives on creating new and alternative ideas. with strong influencing skills and as a result she is able to evidence success from an operational level through to strategic. Including her ability to identify and troubleshoot critical issues which has led her to taking on significant accountability for the risks and solutions that have been identified. Elizabeth has also more recently achieved recognition for successfully turning around Norfolk’s troubled Families programme, having taken the programme from one of weakness to one recognized by Government office and Ofsted as an area of significant improvement. Extensive experience of unpicking the areas of risk and corporate challenge to develop robust delivery plans, identify clear targets which can be tracked through indicators, scrutinising business cases, and has brought a relentless focus on evidence, metrics and trajectories around performance by applying forensic scrutiny to data and the planning process.
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