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Principal Policy Officer - Health and Care Partnerships
Posted 2 days 18 hours ago by Greater London Authority (GLA)
Permanent
Full Time
Other
London, Southwark, United Kingdom, SE1 2AA
Job Description
Communities & Skills
Collaborative, open, inclusive and fair - we work with and through partners to ensure Londoners can shape healthy, empowered and productive lives. Communities and Skills is led by Executive Director, Tunde Olayinka and is comprised of the following units: Civil Society & Sport, Communities & Social Policy, Group Public Health Unit, Skills and Employment and Health, Children and Young Londoners.
About the role
At the Greater London Authority (GLA), we know that good health is shaped not just by healthcare, but by systems, communities and leadership. We're looking for an experienced and politically astute policy professional to help drive forward the Mayor's vision for a healthier, more equal London - by working hand in hand with the health and care system to shape real change.
This is an exciting opportunity to lead key areas of our health and care partnerships work. You'll play a central role in delivering the Mayor's priorities - from shaping how the GLA works with the NHS and local partners, to driving forward work on heart health, NHS reforms, and London's broader health inequalities agenda.
You'll be working with senior leaders across health, local government and the community sector. Success in this role depends on your ability to build trust, spot policy opportunities, and respond with agility to emerging priorities - often in fast-moving or politically sensitive contexts.
This is a job for someone who thrives on variety and operates well under pressure. Who brings a strong policy brain and a collaborative spirit to complex challenges.
What you'll be doing:
To be considered for the role you must meet the following essential criteria:
Building and 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:
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:
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:
is thinking ahead, managing time, priorities and risk, and developing structured and efficient approaches to deliver work on time to a high standard.
Level 3 indicators of effective performance:
is analysing and interpreting situations from a variety of view points and finding creative workable and timely solutions.
Level 3 indicators of effective performance:
is taking personal responsibility for using and managing resources effectively, efficiently and sustainably.
Level 3 indicators of effective performance:
is forming sound, evidence-based judgements, making choices, assessing risks to delivery, and taking accountability for results.
Level 3 indicators of effective performance:
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:
This role is based at London Fire Brigade's Head Office (Union Street SE1 0LL).
How to apply
If you would like to apply for the role you will need to submit the following:
Collaborative, open, inclusive and fair - we work with and through partners to ensure Londoners can shape healthy, empowered and productive lives. Communities and Skills is led by Executive Director, Tunde Olayinka and is comprised of the following units: Civil Society & Sport, Communities & Social Policy, Group Public Health Unit, Skills and Employment and Health, Children and Young Londoners.
About the role
At the Greater London Authority (GLA), we know that good health is shaped not just by healthcare, but by systems, communities and leadership. We're looking for an experienced and politically astute policy professional to help drive forward the Mayor's vision for a healthier, more equal London - by working hand in hand with the health and care system to shape real change.
This is an exciting opportunity to lead key areas of our health and care partnerships work. You'll play a central role in delivering the Mayor's priorities - from shaping how the GLA works with the NHS and local partners, to driving forward work on heart health, NHS reforms, and London's broader health inequalities agenda.
You'll be working with senior leaders across health, local government and the community sector. Success in this role depends on your ability to build trust, spot policy opportunities, and respond with agility to emerging priorities - often in fast-moving or politically sensitive contexts.
This is a job for someone who thrives on variety and operates well under pressure. Who brings a strong policy brain and a collaborative spirit to complex challenges.
What you'll be doing:
- Leading strategic policy and programme development across health and care partnerships, working with colleagues and stakeholders across London's system.
- Supporting thinking related to NHS and local health systems reforms, health devolution, workforce, anchor institutions and service reconfiguration.
- Building and maintain strong relationships with senior stakeholders from health, local authorities, central government, VCSE organisations and more.
- Providing advice and briefings to senior GLA leaders, including Deputy Mayors, and the Health Advisor, on complex and sensitive policy matters.
- Leading and manage projects with clarity, structure and strong performance oversight.
- Supporting colleagues across the Health and Wellbeing Team and Public Health Unit with flexible policy and programme input, in line with changing business priorities and health needs in London.
- Contributing to delivering the Mayor's Health Inequalities Strategy and shaping the GLA's role in long-term system reform.
To be considered for the role you must meet the following essential criteria:
- A relevant degree or equivalent professional qualification or ability to demonstrate an equivalent level of knowledge and skills gained through experience.
- A background of working in or alongside the public health, health or care sectors - and an understanding of London's system
- Excellent policy development, analytical and critical thinking skills
- Experience of project and programme management and reporting, of options appraisal and managing budgets
Building and 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
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
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
is thinking ahead, managing time, priorities and risk, and developing structured and efficient approaches to deliver work on time 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
is analysing and interpreting situations from a variety of view points 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
is taking personal responsibility for using and managing resources effectively, efficiently and sustainably.
Level 3 indicators of effective performance:
- Allocates financial and people resources efficiently to maximise value for team and wider organisation
- Thinks in terms of maximum efficiency when planning resource allocation
- Implements good practice on efficient use of resources
- Monitors financial performance and efficiency of own team, ensuring delivery of work within budget
- Negotiates and manages contracts responsibly across a diverse supplier base
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
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
This role is based at London Fire Brigade's Head Office (Union Street SE1 0LL).
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 and behavioural competencies.
