Strategy and Performance Adviser

        Job Description     Job Purpose   The London Fire Brigade, and the fire sector as a whole, is undergoing significant and wide-ranging transformation, as it responds to the recommendations of the Grenfell Tower Inquiry, inspections from His Majesty’s Inspectorate of Constabulary and Fire & Rescue Services, and makes improvements to […]

Job Description

Job Purpose

The London Fire Brigade, and the fire sector as a whole, is undergoing significant and wide-ranging transformation, as it responds to the recommendations of the Grenfell Tower Inquiry, inspections from His Majesty’s Inspectorate of Constabulary and Fire & Rescue Services, and makes improvements to its culture. More widely, LFB is working to meet challenges posed by climate change, emerging technologies, and the built environment. 

Alongside this, LFB is delivering its Community Risk Management Plan, a five-year strategy for responding to these challenges and emerging risks, in a way that engages and partners with London’s communities. 

The postholder will play a vital role in providing Mayoral oversight of this transformation. They will be responsible for the management of 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, policy and strategy development and the delivery of a range of projects and programmes in relation to the portfolio.

The postholder will:  

Oversee support for the Deputy Mayor’s scrutiny and challenge of LFB by providing in-depth analysis of the overall performance data and budget performance of the service.   

1. Provide high-quality advice, both high-level and strategic, and financial analysis on LFB proposals put forward for the Deputy Mayor for Fire and Resilience to approve. 

• Oversee the delivery of the requirements of the Mayor’s Governance Direction to the London Fire Commissioner, including expenditure, acquisitions, and disposals by LFB. 

• Oversee systems and processes for monitoring progress against LFB’s transformation, and obtaining assurance against improvements resulting from that delivery. 

• Horizon scan and undertake comparative research into the performance of other fire services to provide a baseline to enable the Deputy Mayor to make an effective input into the future strategy of LFB.

• Undertake policy research, provide advice to the Deputy Mayor and other senior GLA officers, and contribute to the development of policy positions and strategies.

• Deputise for the Head of Fire on matters relating to fire and the LFB.

• Line manage members of the Fire Team. 

Principal Accountabilities

1. Manage and oversee a programme of performance monitoring and assurance against LFB’s transformation and business as usual, using performance data, formal and informal meetings with Senior LFB and external officers, and LFB reporting. Ensure regular reporting to the Deputy Mayor for Fire and Resilience, senior GLA stakeholders, and the public, where necessary. 

• Establish and maintain systems, processes and relationships for monitoring the implementation of LFB strategies and the effective delivery of key projects. Liaise with the Deputy Mayor’s Office and Head of Fire on key strategic delivery issues, identifying potential solutions to challenges.

• Review LFB proposals for Mayoral and Deputy Mayor Decisions under the terms of the Mayor’s Governance Direction, to ensure that strategy, policy, projects and programmes are developed with a solid evidence base, value for money, and meet the Mayor’s strategic objectives. 

• Manage, and oversee, Deputy Mayor and Mayoral decision-making relating to LFB, both statutory and non-statutory, including convening meetings of senior LFB officers, and holding appropriate monitoring and timetabling information for decisions. 

• Provide advice to the Deputy Mayor for Fire and Resilience on matters relating to their statutory duties, particually in relation to discharging their function of having oversight of LFB. 

• Establish and maintain good working relationships with senior LFB and GLA officers, as well as with key stakeholders including His Majesties Inspectorate of Fire and Rescue Services, the Home Office, and local authorities to ensure that opportunities for integration and inter-disciplinary working are realised.

• Provide advice, written and oral, to the Deputy Mayor for Fire and Resilience, Head of Fire, GLA senior managers, and Functional Bodies, government departments, London-based and national organisations on matters relating to fire. This includes preparing clear and concise reports, presentations, and briefings on complex and sensitive issues for a range of different audiences. 

• Take responsibility for strategic horizon scanning in relation to the portfolio and disseminating information and advice within the GLA family and with functional bodies and partner organisations, identifying potential areas of risk, or opportunities for collaboration.

• Work with Mayoral Advisers and other colleagues to ensure the coordinated and effective delivery of the Mayor’s agenda. 

• Lead on the tracking of delivery of LFB’s Community Risk Management Plan on behalf of the Deputy Mayor and provide effective input and challenge in the drafting of the Plan on a four-year rolling cycle.

• In discussion with the GLA Group Finance team and the LFB finance team as appropriate, provide a detailed analysis of the budget performance of the LFB drawing on performance from other areas, where relevant.

• Provide detailed and comparative analysis of LFB policies and strategies including those related to risk, scrutiny of LFB’s own performance management functions, and carry out comparative research into performance, policies, and strategies of other fire services.

• Draft detailed reports on complex issues and, working with relevant GLA teams (ie Finance), identify suggested lines of questioning for corporate board meetings between the Deputy Mayor and the senior management team at LFB looking at strategy, budget and performance and both internal and external audit, the HMICFRS inspection programme and peer review, as appropriate. 

• Provide the secretariat function for the Grenfell Response Steering Group, produce the Mayor’s regular update on progress implementing the recommendations of the Grenfell Tower Inquiry in liaison with LFB and other teams in the GLA.

• Line manage policy officers in the Fire Team and support general team management.

• Provide high-level input into events with key stakeholders on behalf of the Fire Team, for instance the Deputy Mayor’s London Fire Safety Summit.

• Provide other support to the Head of Fire and deputise for the Head of Fire on matters relating to fire and LFB when required.

• Work constructively with LFB’s Governance team on the GLA’s client role for LFC.

• Support GLA delivery performance reviews and other work of the governance team, as appropriate.

• Realise the benefits of London’s diversity by promoting and enabling equality of opportunities, and promoting the diverse needs and aspirations of London’s communities.

• Realise the benefits of a flexible approach to work in undertaking the duties and responsibilities of this job, and participating in multi-disciplinary cross-department and cross-organisational groups and project teams.

Key relationships

Accountable to: Head of Fire

Accountable for: Policy Officer (Fire ); Resources allocated to the role 

Principal contacts: Deputy Mayor for Fire & Resilience, other Mayoral advisers, Senior Advisers and Head of Private Office, GLA Finance & Governance Team, MOPAC, London Fire Brigade, LAS and London Resilience Group, and counterparts in other functional bodies, the LGA and Home Office. 

Person specification

1. Technical requirements/experience/qualifications

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.  

2. Competencies 

Managing and Developing Performance

… … is setting high standards for oneself and others, guiding, motivating and developing them, to achieve high performance and meet the GLA’s 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 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 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

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

· 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 

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

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.