Mayor's Office, Senior Advisor for Fire Service

The Mayor's Office

The Mayor's Office is responsible for supporting the Mayor of London, Sadiq Khan.

Supporting the Mayor, Deputy Mayors and lead advisors, the Mayor's Office is organised into four small units:

• Communications
• Mayoral Operations
• Policy and Delivery
• Political and Public Affairs.

About the role

The Deputy Mayor for the Fire Service, plays a key role in overseeing critical decisions for the London Fire Brigade (LFB), including approval of the Brigade's annual budget. He also holds the London Fire Commissioner to account for the delivery of fire and rescue services in London. Based in the Mayor's Policy and Delivery Unit, this role will work to support the Deputy Mayor, working with teams in the Mayor's Office and City Hall, including the Fire Team.

Key tasks will include:

1. Providing high level strategic support and advice and stakeholder management to the Deputy Mayor for Fire, in developing policy, developing corporate programmes and strategies and promoting the Mayor's agenda for London and advising on the implementation of policy and programmes
2. Representing the Deputy Mayor for Fire, on relevant policy matters within the GLA, GLA Group, London Fire Brigade and with external bodies as required.
3. Providing a steer to teams within the GLA on Mayoral priorities and messaging, working with fellow Senior Advisers to ensure Mayoral policy is coordinated and effectively delivered.

What your day will look like

• Work with the Mayor's Policy and Delivery Unit (MPDU) principals, Mayoral Directors and other colleagues to provide advice and support on the delivery of the Mayor's agenda for the fire service, and solving problems and help ensure effective delivery and implementation of Mayoral policy.
• Liaise between senior decision makers in the Mayor's Office, GLA and LFB and to ensure a consistent policy approach is taken across the GLA Group.
• Work with relevant policy teams on behalf of the Mayor's Office, review policy development and monitor programme delivery on behalf of the Mayoral appointees to give confidence that the Mayor Office's view and priorities are reflected as necessary and that the Mayor's priorities are progressing in a timely and effective way.
• Work with colleagues in the Communications and Political Affairs Units of the Mayor's Office to ensure effective public communication and political engagement around the Mayor's priorities.
• Keep abreast of relevant external news developments and provide communications advice to Deputy Mayors and Mayoral appointees including commissioning speaking notes, position papers and briefings to support the senior decision-makers in preparation for media interviews, social media and other external communications.
• Edit and draft speeches, reports, correspondence, Mayor's Questions and briefings on behalf of the Deputy Mayor and Mayoral appointees.
• Work as part of the Mayor's Policy and Delivery Unit and with other colleagues in the Mayor's Office to ensure the co-ordinated and effective delivery of the Mayor's agenda.

Skills, knowledge and experience

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

• Proven success in providing policy advice to senior stakeholders gained within a high performance team
• Extensive and high-level strategic experience within project and/ or programme management
• A proven track record of success at a senior level
• Significant experience of working in a sensitive political environment at a senior level and engaging with a wide range of stakeholders and partners to deliver large-scale strategic programmes
• Experience of strategy and programme development, delivery and oversight of implementation.

Behavioural Competencies

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 3 indicators of effective performance

• Encourages and supports teams in engaging in transparent and inclusive communication
• Influences others and gains buy-in using compelling, well thought through arguments
• Negotiates effectively to deliver GLA priorities
• Synthesises the complex viewpoints of others, recognises where compromise is necessary and brokers agreement
• Advocates positively for the GLA both within and outside the organisation

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

Responding to Pressure and Change

is being flexible and adapting positively, to sustain performance when the situation changes, workload increases, tensions rise or priorities shift.

Level 3 indicators of effective performance

• Clarifies direction and adapts to changing priorities and uncertain times
• Minimises the pressure of change for the directorate, lessening the impact for the team
• Uses change as an opportunity to improve ways of working, encouraging others' buy-in
• Keeps staff motivated and engaged during times of change, promoting the benefits
• Takes ownership for communicating change initiatives clearly, ensuring smooth implementation

The GLA Competency Framework Guidelines further detailing each competency and the different level indicators can be found here: GLA Competency Framework

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 outlined above in the advert.

Please ensure your CV and Personal Statement have a maximum file size of 1.5MB each and upload your Personal Statement to the 'CV and Cover Letters' section' of the form, ensuring you address the technical requirements and competencies in your Personal Statement.

Word or PDF format preferred and do not include any photographs or images. Please ensure your CV and Personal Statement are saved with the job reference number as part of the naming convention (E.g., "CV - applicant name - 012345)

As part of GLA's continuing commitment to be an inclusive and equal opportunity employer we will be removing personal identifiable information from CVs and Personal Statements that could cause discrimination.

If you have questions about the role

If you wish to talk to someone about the role, please contact the hiring manager Jamilla Hinds-Brough or (Head of Fire and Resilience)

If you have any questions about the recruitment process, contact the . click apply for full job details