Senior Policy and Stakeholder Officer

Strategy and Communications

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 directorate's teams includes delivery of major events, designing and leading public affairs or marketing campaigns, providing data, evidence and analysis, leading cross-organisational programmes, to making sure we plan for and can respond to emerging events or 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 in their oversight of London Fire Brigade (LFB); and for coordinating and contributing to policies that relate to Londoners' safety.

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 world's busiest fire services; and explore how these operations intersect with other parts of the GLA.

LFB, and the fire sector, is undergoing significant and wide-ranging transformation. LFB is 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 represents an opportunity to make a genuine contribution to the development of the team and its work programme.

The successful candidate will have excellent policy development and stakeholder management skills. A background in fire policy is not necessary for this role, due to its cross-cutting nature.

You will lead on the development and delivery of a programme of work to research and promote issues relating to fire policy, seeking cross-cutting policy areas. This work will include an events programme; commissioning research; and producing publications and consultation responses.

Your work, while focused on fire, will relate to various policy areas related to London's safety. These may include, for example, the safety of London's built environment; how climate change is increasing the risk of wildfires; or how to store and charge e-bikes safely to support sustainable travel.

What your day will look like

• Developing and delivering a programme of work in response to fire-related issues, including events, workshops, lobbying strategies and stakeholder engagement.
• Contributing to the development of policy, strategies and decisions; and reviewing and evaluating their implementation.
• Providing advice to the Deputy Mayor for Fire, the Head of Fire, and GLA senior managers (including preparing clear and concise reports, presentations and briefings on complex and sensitive issues for various audiences; and making recommendations on policy and strategy options).
• Conducting research into policy issues; and presenting the outcomes to the Mayor, the Deputy Mayor, GLA officers and wider audiences.
• Coordinating briefings and advice for the Mayor of London and the Deputy Mayor in advance of key meetings, including with the London Assembly; His Majesty's Inspectorate of Constabulary and Fire & Rescue Services; and the government.
• Working with colleagues from the GLA, LFB, the fire and rescue sector, international organisations, government departments, London boroughs, and other organisations in the public, private and voluntary sectors, on relevant, cross-cutting policy issues; and to collaboratively promote fire safety.
• Presenting the results of work on the Mayor's policies, objectives and concerns at conferences, seminars and meetings to external bodies and organisations.

Skills, knowledge and experience

To be considered for the role you must meet the following essential criteria:

• 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.
• Evidence of working with stakeholders, and building partnerships, to leverage external knowledge and resources to deliver GLA objectives.
• 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.

Behavioural Competencies

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 team's actions for the GLA
• Encourages self and others to think about organisation's 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 team's 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 4 indicators of effective performance

• Identifies and engages a diverse range of influential contacts within stakeholder and community groups, and partner organisations
• Builds alliances to establish mutually beneficial working arrangements, openly sharing knowledge and insights
• Actively challenges and addresses 'silo attitudes' to encourage effective relationship-building inside and outside the GLA
• Understands the complexities of political dynamics and uses this to manage relationships and resolve conflict effectively
• Identifies clear win-win situations with external partners

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

• Articulates self with credibility and conviction, encouraging buy-in to corporate position
• Influences the thinking of other organisations, encouraging them to deliver with the GLA
• Ensures that the organisation communicates inclusively with staff and external stakeholders
• Acts as a credible and convincing spokesperson and negotiator for the GLA
• Instils 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
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