Eileen Murphy Email & Phone Number

London, Gb

Delivering new ways of working for client groups whose needs are best served by a joint response from Children's & Housing services, including the expansion of housing options for care leavers and joint protocols for delivering services to care leavers, homeless young people and families.

Strategic lead for change and transformation of Watford Community Services as part of the Watford 2020 programme. • Established excellent relationships with key council decision makers, staff and partners enabling a constructive review of current service delivery, allowing all partners a voice in shaping the new services and desired outcomes. • Presented the business case for the transformation of Watford Community Services to Programme Board for approval.• Implemented the business case, reshaping the service to reflect the introduction of modernised working practices and mobile working, simplified processes, reduction of handovers, maximising the value of professional officer time and enhanced online access for customers.

Responsible for setting-up a Local Authority Trading Company (LATC) for family services in Hammersmith and Fulham. • Built strategic, proactive relationships with key decision makers across the Council, local CCGs, Children’s Centres, Youth Services, the voluntary sector and community groups to understand current challenges and shape and create a new service design for a locality based whole family service. • Managed the merger of budgets, workforces and professional practice across a range of 0-18 early intervention and preventative family services, creating a new integrated service - the Family Support Service (FSS). • Co-production, with staff, of a single assessment framework and integrated case management process. • Realised the forecasted savings of £1m through the new service design. • Oversaw the development of a detailed specification and associated performance targets for the new commissioned provider and sub-contracted service providers.

Development of a strategic sourcing plan for Looked After Children (LAC), ensuring that the council met its sufficiency objectives of providing high quality local placements for LAC and care leavers, while delivering target savings of £750k. • Developed the blueprint to deliver savings of £750k by reducing the cost of placements through alternative purchasing arrangements • Secured the first local partnership with a national homeless charity, culminating in the established of a new 16 bed semi-independent unit in the borough • Established new mechanisms for moving care leavers to independent living

London, United Kingdom

Led the Redbridge multi-agency response to CSE. • Brought together key decision makers from the Council, police, CCG, schools and Youth services to discuss and frame the strategic response.• Set up the operational MACE panel where cases of concern would be presented and new ways of working across agencies agreed to ensure a more robust response. • Through the MACE panel, designed and implemented the first ever multi-agency CSE data monitoring tool, ensuring up to date intelligence regarding both victims and perpetrators.• Commissioned focused interventions to support victims and those identified as at risk of CSE.

London, United Kingdom

A joint project with the Metropolitan police aimed at reducing the incidence of Looked After Children going missing and potentially exposing themselves to a range of risks including Child Sexual Exploitation. In partnership with care homes, the project introduced better prevention and management of absence and missing, resulting in fewer missing cases being reported to the police.

Ilford, United Kingdom

Responsible for the implementation of the new Children’s Emergency Duty Team (EDT) for the London boroughs of Redbridge, Waltham Forest, Havering and Barking & Dagenham. • Worked closely with board members from each borough to understand the business drivers for the new 4 boroughs Children’s EDT service• Developed the service specification for Children’s EDT on behalf of Redbridge Children’s Trust, the new Children’s EDT service provider• Day to day management of project – working with stream leads to plan, schedule and monitor delivery of milestones and deliverables within their work stream - HR, ICT, information governance, business processes, performance monitoring, Finance and Legal • Reporting to the 4 borough Executive Steering Group on progress against plans and identifying, evaluating and managing risks • Ongoing consultation with staff and trade unions • New service successfully implemented on May 1, 2014

Ilford, United Kingdom

Successfully managed the implementation of the Redbridge Multi Agency Safeguarding Hub (MASH) which was launched in April 2013. The MASH co-located safeguarding agencies, enabling intelligence sharing and more effective child safeguarding arrangements. • Managed senior stakeholder consultation and engagement with key agencies - Children’s Social Care, Police, Health, Education, Probation, Housing, Youth Offending Service.• Timely installation of partner agencies ICT systems at co-located site, followed by successful co-location of partner agencies.• Secured sign-off of multi-agency policies and practices within the MASH.• Established governance arrangements for MASH.

Brixton, London

• Carried out an options appraisal for future customer services and call centre provision, ensuring value for money for Lambeth Living tenants and leaseholders• Advised Lambeth Living board on delivering face to face services in-house and on call centre outsourcing options• Managed contract negotiations with preferred supplier, realising £700k-£800k savings in year 1, with potential to realise more than £10m savings over 10 years• Responsible for project management of the transition to external service provider • Planned, co-ordinated and tracked activities of the project team and associated work streams – ICT, Business improvement, HR and Communications• Management of TUPE and trade union negotiation • Co-ordinated consultation and communications with key stakeholders throughout the transition• Maintained effective systems to manage and mitigate risk and issues, reporting on a bi-weekly basis to the project board • Successful transition to new provider on time and within budget

Brixton, London

Senior manager in council’s internal consultancy team. Specialised in working with services to improve quality and efficiency, including service restructuring and business transformation.

A high profile project that streamlined the council’s disparate frontline services into a modern customer services function. Managed all aspects of this project with a multi-disciplinary team. Mapped out the services to be delivered through the new customer services function and redesigned key processes to enable this. Identified locations and suitable sites for the new service and oversaw their design and refurbishment. Commissioned the technology to underpin the new service, including the new CRM system. Managed the ongoing consultation with management, staff and trade unions and successfully established the new customer services function.

B.Soc.Sc., Sociology, Social Policy, Politics

Ma Social Policy