About the role Are you a media and communications specialist with a good understanding of the political landscape in London? Is the faced paced environment of a busy press office your bag? Are you a strong negotiator, able to work at speed and with accuracy? Do you have excellent news or press release writing skills and the insight to instantly recognise the story? Can you utilise all the digital tools at your disposal to convey the important work of Assembly Members? If so, then the London Assembly s Communications team is the place for you.

The Assembly holds the Mayor of London to account, on behalf of all Londoners, for his GBP19 billion annual budget by publicly examining his policies and programmes. Its 25 elected Assembly Members are champions for London. They review and investigate issues that affect everyday life, working to improve the running of the city in areas such as policing, transport, housing and planning, the economy, health, and the environment.

Measuring and recording the impact of the Assembly s activities is important, as is a focus on the opportunities offered by digital engagement.

Working closely with the Head of Communications, your experience in ensuring the London Assembly maximises its influence by getting important stories noticed, promoting key individuals, and developing a strong political brand, will ensure that you are part of a team that makes a real difference.

Principal Accountabilities

Manage and develop a small team of communications officers, taking responsibility for performance reviews and contributing to the day-to-day management of the communications team. Deputise for the Head of Communications during leave, absences and whenever appropriate. Assist the Head of Communications to manage Communications team members with oversight of their work. Be pro-active in generating news coverage including writing press releases and articles, as well as providing briefings for the media. Contribute to the development and maintenance of a media grid Respond to media enquiries effectively and accurately ensuring that responses meet the agreed cross-party lines. Coordinate requests for interviews and speaking opportunities with Assembly Members. Provide support and advice to the Chair, Deputy Chair and Assembly Members on the external relations aspects of their Assembly responsibilities. Work with Assembly Members and other staff in the Secretariat to develop, plan and deliver integrated impact strategies for the work of London Assembly Committees. Manage the Digital Communications Officer, supporting them to utilise all current and emerging social media channels in a creative way including video, graphics and imagery. Keeping track of measurement data and focussing on which channels works best for Assembly projects. Contribute to the regular updating of the GLA website and its media centre in particular. Manage resources allocated to the job in accordance with the Authority s policies and code of Ethics and Standards. 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. Act as effective and committed manager within the rota providing 24-hour, seven-day cover within the Communications team.

Please note all applications for this vacancy must be submitted via our online recruitment system. We do not accept CVs alone for this role. Please upload a supporting statement with a maximum of 1500 words to the Additional Documents section of the form, ensuring you address the following technical requirements and competencies in your supporting statement. Word or PDF format preferred and do not include any photographs or images. Please ensure your CV and supporting statement documents are saved with the job reference number as part of the naming convention (E.g. CV applicant name - (phone number removed

Person Specification

Technical requirements/experience/qualifications

-Experience of delivering a broad range of external communications strategies, initiatives, and techniques to achieve the desired impact.

-Experience and understanding of how organisations increase their influence on the policy issues that matter to them.

-Some experience of performance monitoring and line management.

-Knowledge and understanding of the media and experience of using different media to promote strategic policies and priorities.

-Knowledge and understanding of London and the issues facing a major world city.

-Evidence of the ability to write concisely and fluently.

-Experience of measuring and recording the impacts of external communications strategies.

Behavioural competencies

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

Stakeholder Focus

.is consulting with, listening to, and understanding the needs of those our work impacts and using this knowledge to shape what we do and mange others expectations

Level 2 indicators of effective performance

-Seeks to understand requirements, gathering extra information when needs are not clear

-Presents the GLA positively by interacting effectively with stakeholders

-Delivers a timely and accurate service

-Understands the differing needs of stakeholders and adapts own service accordingly

-Seeks and uses feedback from a variety of sources to improve the GLA s service to Londoners

Communicating and Influencing

.is presenting the 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 experiences of, evidence-based judgements, making choice assessing risks to delivery, and taking accountability for results

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 2 indicators of effective performance

-Processes and distils a variety of information to understand a problem fully

-Proposes options for solutions to presented problems

-Builds on the ideas of others to encourage creative problem solving

-Thinks laterally about own work, considering different ways to approach problems

-Seeks the opinions and experiences of others to understand different approaches to problem solving

Organisational Awareness

is understanding and being sensitive to organisational dynamics, culture and politics across and beyond the GLA and shaping our approach accordingly

Level 3 indicators of effective performance

-Uses understanding of differences between the GLA and its partners to improve working relationships

-Helps others understand the GLA and the complex environment in which it operates

-Translates changing political agendas into tangible actions

-Considers the diverse needs of Londoners in formulating GLA objectives

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