Strategy and Performance Adviser x2 in South West London - Greater London Authority
Job Overview
Location
South West London, England
Job Type
Full Time
Salary
TBC
Date Posted
15 days ago
Additional Details
Job ID
98971290
Job Views
4
Job Description
Strategy and Communications sits at the centre of the organisation, bringing together several teams with organisation-wide remits and mutual collaboration opportunities.
The work of the directorates teams includes delivery of major events; designing and leading public affairs and marketing campaigns; providing data, evidence and analysis; leading cross-organisational programmes; and making sure we plan for, and can respond to, emerging events and emergencies in our city.
About the team This is an exciting opportunity to join a collaborative and committed team that is responsible for supporting the Deputy Mayor for Fire and Resilience in their oversight of London Fire Brigade (LFB); and for coordinating and contributing to policies that relate to the safety of Londoners.
You will have the opportunity to develop relationships across the GLA and LFB. You will also develop an insight into the operations of one of the worlds busiest fire services; and explore how these operations intersect with other parts of the GLA.
LFB, and the fire sector as a whole, is undergoing significant and wide-ranging transformation. LFB is in the process of responding to the recommendations of the Grenfell Tower Inquiry, and inspections from His Majesty's Inspectorate of Constabulary and Fire & Rescue Services; and making improvements to its culture. As it makes improvements to its culture, it is critical that LFB is properly supported in navigating this change. More widely, LFB is working to meet challenges posed by climate change, new technologies, and London's complex built environment.
About the role This role is part of an exciting team expansion. It is an opportunity to make a genuine contribution to the development of the team and its work programme.
You will lead a portfolio of work relating to oversight and assurance of LFB and wider fire policy including support for the statutory Deputy Mayor for Fire and Resilience in their decision making and oversight role, and in policy and strategy development. A background in fire policy is not necessary for this role, due to its cross-cutting nature.
We are recruiting for two roles with the same job description, but different responsibilities. One is focused on supporting the Deputy Mayors decision making; and the other will lead on performance and assurance monitoring.If you have a preference for one of these roles please indicate this in your statement.
We are looking for people with excellent analytical skills and an ability to provide impartial advice. Just as important, however, is your ability to think creatively to develop shared solutions to problems, and to influence policy development in a political environment.
What your day will look like Providing advice to the Deputy Mayor for Fire and Resilience, and other senior stakeholders, on matters relating to fire and LFB. Preparing clear and concise reports, presentations and briefings on complex and sensitive issues for different audiences.
Working with LFB, the Deputy Mayors Office and the Head of Fire on key strategic delivery issues, identifying potential solutions to challenges.
Drafting reports on complex issues, and identifying suggested lines of questioning for corporate board meetings between the Deputy Mayor and the senior management team at LFB. These will look at strategy; budget and performance; the HMICFRS inspection programme; and work to deliver the findings of LFB's independent culture review and the Grenfell Tower Inquiry.
Reviewing LFB proposals to ensure that strategy, policy, projects and programmes are developed with a solid evidence base, and value for money; and that they meet the Mayors strategic objectives.
Managing a programme of performance monitoring and assurance against LFBs transformation and business as usual, using performance data; formal and informal meetings with senior LFB and external officers; and LFB reporting.
Skills, knowledge and experience A successful track record, in a high-profile organisation, of influencing and shaping policy and ensuring its implementation although not necessarily in fire and rescue.
Ability to draft detailed analysis of data and applied knowledge of both quantitative and qualitative research.
Experience of accountancy and/or financial and statistical analysis, and performance management.
A successful track record of providing high-quality, impartial advice in a sensitive political environment, at a senior level.
Experience of project-based work including planning and monitoring delivery against plans; and preparing clear and concise reports, presentations and briefings on complex and sensitive issues for various audiences.
How to apply
If you would like to apply for the role you will need to submit the following:
-Up to date CV
-Personal statement with a maximum of 1500 words. Please ensure you address how you demonstrate the essential criteria and person specification outlined in the advert
Assessment process
Once you have submitted an application, your details will be reviewed by a panel.
If shortlisted youll be invited to an interview/assessment. The interview/assessment date is: W/C 10 June 2024
Equality, diversity and inclusion
London's diversity is its biggest asset and we strive to ensure our workforce reflects London's diversity at all levels. We welcome applications from everyone regardless of age, gender, gender identity, gender expression, ethnicity, sexual orientation, faith or disability.
We particularly encourage applications from Black, Asian and Minority ethnic candidates and disabled candidates who are currently underrepresented in our workforce.
We are committed to being an inclusive employer and we are happy to consider flexible working arrangements.We would welcome applications from candidates who are seeking part time work as this role is open to job share.
Please note we are a Disability Confident Employer so for candidates who wish to be considered under the scheme and meet the essential criteria, they will automatically be invited to interview. Please note, should you require any adjustments through the process, we will accommodate as much as possible. Please contact the recruitment team for further information if required.
GLA staff are hybrid working up to 3 days a week in our offices and remotely depending on their role. As part of this, you will need to split your time between home working and coming into the office.
In addition to a good salary package, you will be paid every four weeks, providing frequent salary payments. We also offer an attractive range of benefits including 30 days annual leave, interest free season ticket loan, interest free bicycle loan and a career average pension scheme.
Additional Information
Please note, all candidates will need to confirm that the information provided in this application form is true and correct. Should a candidate deliberately give false information, including the use of AI software, they understand that this would disqualify them from consideration.
Successful candidates must undergo a criminal record (DBS) check but some roles may require additional security screening.
Person specification
Technical requirements/experience/qualifications
A successful track record, in a high-profile organisation, of influencing and shaping policy and ensuring its implementation, although not necessarily in fire and rescue.
Ability to draft detailed analysis of data and applied knowledge of both quantitative and qualitative research.
Experience of analysing financial, statistical and performance management information.
Successful track record of providing high quality, impartial advice in a sensitive political environment at a senior level.
Experience of project-based work including planning and monitoring delivery against plans and preparing clear and concise reports, presentations and briefings on complex and sensitive issues for a range of different audiences.
BehaviouralCompetencies
Managing and Developing Performance
is setting high standards for oneself and others, guiding, motivating and developing them, to achieve high performance and meet the GLAs objectives and statutory obligations.
Level 3 indicators of effective performance
Motivates and inspires others to perform to their best, recognising and valuing their work and encouraging them to learn and reflect.
Sets clear direction and expectations and enables others to interpret competing priorities
Agrees and monitors challenging, achievable performance objectives in line with GLA priorities
Manages performance issues effectively to avoid adverse impact on team morale and performance
Promotes a positive team culture that respects diversity and deals with barriers to inclusion
Research and Analysis
is gathering intelligence (information, opinion and data) from varied sources, making sense of it, testing its validity and drawing conclusions that can lead to practical benefits.
Level 3 indicators of effective performance
Uses a variety of methods and sources to gather relevant data and information
Checks accuracy of data and information before using it
Assesses trends in data and spots connections to draw meaningful conclusions
Summarises research outcomes in a clear and concise way
Focuses on the research goal, working in a systematic way
Strategic Thinking
is using an understanding of the bigger picture to uncover potential challenges and opportunities for the long term and turning these into a compelling vision for action.
Level 3 indicators of effective performance
Translates GLA vision and strategy into practical and tangible plans for own team or delivery partners
Consistently takes account of the wider implications of teams actions for the GLA
Encourages self and others to think about organisations long term potential
Informs strategy development by identifying gaps in current delivery or evidence
Takes account of a wide range of public and partner needs to inform teams work
Building & Managing Relationships
is developing rapport and working effectively with a diverse range of people, sharing knowledge and skills to deliver shared goals.
Level 3 indicators of effective performance
Actively engages partners and encourages others to build relationships that support GLA objectives
Understands and recognises the contributions that staff at all levels make to delivering priorities
Proactively manages partner relationships, preventing or resolving any conflict
Adapts style to work effectively with partners, building consensus, trust and respect
Delivers objectives by bringing together diverse stakeholders to work effectively in partnership
Communicating and Influencing
is presenting information and arguments clearly and convincingly so that others see us as credible and articulate, and engage with us.
Level 4 indicators of effective performance
vArticulates self with credibility and conviction, encouraging buy-in to corporate position
vInfluences the thinking of other organisations, encouraging them to deliver with the GLA
vEnsures that the organisation communicates inclusively with staff and external stakeholders
vActs as a credible and convincing spokesperson and negotiator for the GLA
vInstils a corporate commitment to accessible communication
Decision Making
is forming sound, evidence-based judgements, making choices, assessing risks to delivery, and taking accountability for results.
Level 3 indicators of effective performance
Makes sound decisions quickly on behalf of the GLA when a situation requires intervention
Takes responsibility for team decisions, providing rationale when those decisions are questioned
Involves senior stakeholders early in decisions that impact them
Analyses organisational risks associated with decisions, including those with long term impacts, before committing to action
Encourages others in the team to make decisions in their own area of expertise, take appropriate risks and learn from experience
Planning and Organising
is thinking ahead, managing time, priorities and risk, and developing structured and efficient approaches to deliver work on time and to a high standard.
Level 3 indicators of effective performance
Monitors allocation of resources, anticipating changing requirements that may impact work delivery
Ensures evaluation processes are in place to measure project benefits
Gains buy-in and commitment to project delivery from diverse stakeholders
Implements quality measures to ensure directorate output is of a high standard
Translates political vision into action plans and deliverables
Problem Solving
is analysing and interpreting situations from a variety of viewpoints and finding creative, workable and timely solutions.
Level 3 indicators of effective performance
Clarifies ambiguous problems, questioning assumptions to reach a fuller understanding
Actively challenges the status quo to find new ways of doing things, looking for good practice
Seeks and incorporates diverse perspectives to help produce workable strategies to address complex issues
Initiates consultation on opportunities to improve work processes
Supports the organisation to implement innovative suggestions
JBRP1_UKTJ
The work of the directorates teams includes delivery of major events; designing and leading public affairs and marketing campaigns; providing data, evidence and analysis; leading cross-organisational programmes; and making sure we plan for, and can respond to, emerging events and emergencies in our city.
About the team This is an exciting opportunity to join a collaborative and committed team that is responsible for supporting the Deputy Mayor for Fire and Resilience in their oversight of London Fire Brigade (LFB); and for coordinating and contributing to policies that relate to the safety of Londoners.
You will have the opportunity to develop relationships across the GLA and LFB. You will also develop an insight into the operations of one of the worlds busiest fire services; and explore how these operations intersect with other parts of the GLA.
LFB, and the fire sector as a whole, is undergoing significant and wide-ranging transformation. LFB is in the process of responding to the recommendations of the Grenfell Tower Inquiry, and inspections from His Majesty's Inspectorate of Constabulary and Fire & Rescue Services; and making improvements to its culture. As it makes improvements to its culture, it is critical that LFB is properly supported in navigating this change. More widely, LFB is working to meet challenges posed by climate change, new technologies, and London's complex built environment.
About the role This role is part of an exciting team expansion. It is an opportunity to make a genuine contribution to the development of the team and its work programme.
You will lead a portfolio of work relating to oversight and assurance of LFB and wider fire policy including support for the statutory Deputy Mayor for Fire and Resilience in their decision making and oversight role, and in policy and strategy development. A background in fire policy is not necessary for this role, due to its cross-cutting nature.
We are recruiting for two roles with the same job description, but different responsibilities. One is focused on supporting the Deputy Mayors decision making; and the other will lead on performance and assurance monitoring.If you have a preference for one of these roles please indicate this in your statement.
We are looking for people with excellent analytical skills and an ability to provide impartial advice. Just as important, however, is your ability to think creatively to develop shared solutions to problems, and to influence policy development in a political environment.
What your day will look like Providing advice to the Deputy Mayor for Fire and Resilience, and other senior stakeholders, on matters relating to fire and LFB. Preparing clear and concise reports, presentations and briefings on complex and sensitive issues for different audiences.
Working with LFB, the Deputy Mayors Office and the Head of Fire on key strategic delivery issues, identifying potential solutions to challenges.
Drafting reports on complex issues, and identifying suggested lines of questioning for corporate board meetings between the Deputy Mayor and the senior management team at LFB. These will look at strategy; budget and performance; the HMICFRS inspection programme; and work to deliver the findings of LFB's independent culture review and the Grenfell Tower Inquiry.
Reviewing LFB proposals to ensure that strategy, policy, projects and programmes are developed with a solid evidence base, and value for money; and that they meet the Mayors strategic objectives.
Managing a programme of performance monitoring and assurance against LFBs transformation and business as usual, using performance data; formal and informal meetings with senior LFB and external officers; and LFB reporting.
Skills, knowledge and experience A successful track record, in a high-profile organisation, of influencing and shaping policy and ensuring its implementation although not necessarily in fire and rescue.
Ability to draft detailed analysis of data and applied knowledge of both quantitative and qualitative research.
Experience of accountancy and/or financial and statistical analysis, and performance management.
A successful track record of providing high-quality, impartial advice in a sensitive political environment, at a senior level.
Experience of project-based work including planning and monitoring delivery against plans; and preparing clear and concise reports, presentations and briefings on complex and sensitive issues for various audiences.
How to apply
If you would like to apply for the role you will need to submit the following:
-Up to date CV
-Personal statement with a maximum of 1500 words. Please ensure you address how you demonstrate the essential criteria and person specification outlined in the advert
Assessment process
Once you have submitted an application, your details will be reviewed by a panel.
If shortlisted youll be invited to an interview/assessment. The interview/assessment date is: W/C 10 June 2024
Equality, diversity and inclusion
London's diversity is its biggest asset and we strive to ensure our workforce reflects London's diversity at all levels. We welcome applications from everyone regardless of age, gender, gender identity, gender expression, ethnicity, sexual orientation, faith or disability.
We particularly encourage applications from Black, Asian and Minority ethnic candidates and disabled candidates who are currently underrepresented in our workforce.
We are committed to being an inclusive employer and we are happy to consider flexible working arrangements.We would welcome applications from candidates who are seeking part time work as this role is open to job share.
Please note we are a Disability Confident Employer so for candidates who wish to be considered under the scheme and meet the essential criteria, they will automatically be invited to interview. Please note, should you require any adjustments through the process, we will accommodate as much as possible. Please contact the recruitment team for further information if required.
GLA staff are hybrid working up to 3 days a week in our offices and remotely depending on their role. As part of this, you will need to split your time between home working and coming into the office.
In addition to a good salary package, you will be paid every four weeks, providing frequent salary payments. We also offer an attractive range of benefits including 30 days annual leave, interest free season ticket loan, interest free bicycle loan and a career average pension scheme.
Additional Information
Please note, all candidates will need to confirm that the information provided in this application form is true and correct. Should a candidate deliberately give false information, including the use of AI software, they understand that this would disqualify them from consideration.
Successful candidates must undergo a criminal record (DBS) check but some roles may require additional security screening.
Person specification
Technical requirements/experience/qualifications
A successful track record, in a high-profile organisation, of influencing and shaping policy and ensuring its implementation, although not necessarily in fire and rescue.
Ability to draft detailed analysis of data and applied knowledge of both quantitative and qualitative research.
Experience of analysing financial, statistical and performance management information.
Successful track record of providing high quality, impartial advice in a sensitive political environment at a senior level.
Experience of project-based work including planning and monitoring delivery against plans and preparing clear and concise reports, presentations and briefings on complex and sensitive issues for a range of different audiences.
BehaviouralCompetencies
Managing and Developing Performance
is setting high standards for oneself and others, guiding, motivating and developing them, to achieve high performance and meet the GLAs objectives and statutory obligations.
Level 3 indicators of effective performance
Motivates and inspires others to perform to their best, recognising and valuing their work and encouraging them to learn and reflect.
Sets clear direction and expectations and enables others to interpret competing priorities
Agrees and monitors challenging, achievable performance objectives in line with GLA priorities
Manages performance issues effectively to avoid adverse impact on team morale and performance
Promotes a positive team culture that respects diversity and deals with barriers to inclusion
Research and Analysis
is gathering intelligence (information, opinion and data) from varied sources, making sense of it, testing its validity and drawing conclusions that can lead to practical benefits.
Level 3 indicators of effective performance
Uses a variety of methods and sources to gather relevant data and information
Checks accuracy of data and information before using it
Assesses trends in data and spots connections to draw meaningful conclusions
Summarises research outcomes in a clear and concise way
Focuses on the research goal, working in a systematic way
Strategic Thinking
is using an understanding of the bigger picture to uncover potential challenges and opportunities for the long term and turning these into a compelling vision for action.
Level 3 indicators of effective performance
Translates GLA vision and strategy into practical and tangible plans for own team or delivery partners
Consistently takes account of the wider implications of teams actions for the GLA
Encourages self and others to think about organisations long term potential
Informs strategy development by identifying gaps in current delivery or evidence
Takes account of a wide range of public and partner needs to inform teams work
Building & Managing Relationships
is developing rapport and working effectively with a diverse range of people, sharing knowledge and skills to deliver shared goals.
Level 3 indicators of effective performance
Actively engages partners and encourages others to build relationships that support GLA objectives
Understands and recognises the contributions that staff at all levels make to delivering priorities
Proactively manages partner relationships, preventing or resolving any conflict
Adapts style to work effectively with partners, building consensus, trust and respect
Delivers objectives by bringing together diverse stakeholders to work effectively in partnership
Communicating and Influencing
is presenting information and arguments clearly and convincingly so that others see us as credible and articulate, and engage with us.
Level 4 indicators of effective performance
vArticulates self with credibility and conviction, encouraging buy-in to corporate position
vInfluences the thinking of other organisations, encouraging them to deliver with the GLA
vEnsures that the organisation communicates inclusively with staff and external stakeholders
vActs as a credible and convincing spokesperson and negotiator for the GLA
vInstils a corporate commitment to accessible communication
Decision Making
is forming sound, evidence-based judgements, making choices, assessing risks to delivery, and taking accountability for results.
Level 3 indicators of effective performance
Makes sound decisions quickly on behalf of the GLA when a situation requires intervention
Takes responsibility for team decisions, providing rationale when those decisions are questioned
Involves senior stakeholders early in decisions that impact them
Analyses organisational risks associated with decisions, including those with long term impacts, before committing to action
Encourages others in the team to make decisions in their own area of expertise, take appropriate risks and learn from experience
Planning and Organising
is thinking ahead, managing time, priorities and risk, and developing structured and efficient approaches to deliver work on time and to a high standard.
Level 3 indicators of effective performance
Monitors allocation of resources, anticipating changing requirements that may impact work delivery
Ensures evaluation processes are in place to measure project benefits
Gains buy-in and commitment to project delivery from diverse stakeholders
Implements quality measures to ensure directorate output is of a high standard
Translates political vision into action plans and deliverables
Problem Solving
is analysing and interpreting situations from a variety of viewpoints and finding creative, workable and timely solutions.
Level 3 indicators of effective performance
Clarifies ambiguous problems, questioning assumptions to reach a fuller understanding
Actively challenges the status quo to find new ways of doing things, looking for good practice
Seeks and incorporates diverse perspectives to help produce workable strategies to address complex issues
Initiates consultation on opportunities to improve work processes
Supports the organisation to implement innovative suggestions
JBRP1_UKTJ
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