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.
This role is an exciting opportunity to lead the GLA’s Digital Communications Team, providing digital communications advice and services to the Mayor of London, Mayoral Directors, Mayoral Head of Digital, the Deputy Mayors, advisors, and senior GLA officers.
You will have overall responsibility for implementing the strategic vision of the Mayor’s Office and the digital communications strategy for the Mayor of London within the External Relations department.
Principal accountabilities
1. Reporting to the Assistant Director of External Relations, lead a team of 15+ staff to deliver timely, impactful proactive and reactive digital communications content. Act as the lead officer in the daily Mayoral communications planning meeting and in strategic comms planning meetings with Deputy Mayors.
2. Working in partnership with the Mayoral Director for Communications, the Mayoral Head of Digital, and the Mayor’s Office to provide strategic leadership on digital strategy and communications across the full range of Mayoral responsibilities and priorities, advise on new communications developments and strategies and give guidance on best practice.
3. Lead the delivery of work across various digital communications mediums, including (but not limited to) the below, to ensure effective and efficient communication with the public and stakeholders:
a. Short and longform copywriting
b. Short and longform video / film
c. Static content development (graphics, carousels, statements)
d. Email (longform Mayoral messages, newsletters)
e. In-house digital / programmatic advertising
4. Play a key role as part of the External Relations leadership team ensuring that all opportunities to use digital communications channels to engage the public in our work, or to keep them up to date on important information, are leveraged as part of all proactive multi-channel communications/marketing campaigns.
5. Lead on the planning and delivery of urgent digital communications needs in City Hall’s response to a major incident, and any necessary work in relation to London’s preparedness. Coordinate an effective and efficient digital communications response to a major or catastrophic incident affecting London, including close liaison with the Mayor's Office, London Resilience, police and other emergency services and the GLA group.
6. Manage staff and resources allocated to the job in accordance with the GLA's policies, realising the benefits of a flexible approach to work, and participating in corporate groups and project teams.
7. 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.
Person specification
Technical requirements/experience/qualifications
1. In-depth knowledge of and experience of working at a senior strategic and political level in a complex and high-profile organisation, coupled with a high-level understanding, appreciation and capability of operating within a high profile and political environment.
2. Robust strategic communications judgement and a full understanding of the political context in which the GLA works, as you will have high visibility with the Mayor and their team leading on key priority issues.
3. Deep expertise in:
? Social media strategy and delivery
? Video strategy and delivery
? Community relationship management (CRM) strategy and delivery
? Digital advertising strategy (direct-sold and programmatic) and delivery
4. Evidence of performance managing digital programmes to support strategic decision making, including investment/funding decisions and projects that have a strong user-focus and have successfully engaged citizens at scale.
5. Successful track record leading the development and delivery of complex and politically sensitive digital programmes within a public sector organisation (or similar).
6. Expert understanding of agile delivery for digital programmes.
7. Strong understanding of the impact of the internet and digital technology on Londoners and its communities, and the challenges these pose to digital inclusion and active citizenship.
8. Understanding of the role of technology in public safety, including countering violent extremism, hate crime, cyber crime, online bullying and child safety.
9. Demonstrable knowledge and understanding of London and the issues facing a major world city.
10. Evidence of the ability to write concisely and fluently is essential.
11. A proven ability to lead and motivate teams is essential.
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 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
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 manage others’ expectations.
Level 4 indicators of effective performance
? Adapts objectives and the GLA's public facing position based on the context behind stakeholder needs and requests
? Builds the GLA’s reputation as an organisation committed to meeting the needs of Londoners
? Manages partner organisations’ and Londoners’ expectations of the GLA by anticipating and influencing changing priorities
? Instils a culture that encourages GLA staff to think about meeting Londoners’ needs first
? Builds the confidence of staff, partner organisations and Londoners by ensuring the GLA delivers quality work
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 in line 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
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 4 indicators of effective performance
? Develops a positive and compelling vision of London’s future potential, demonstrating confidence in the strategic direction of the GLA
? Translates an understanding of the complex and diverse threats and issues facing London into positive action
? Proactively involves partners in strategic thinking, incorporating their views into plans and working with them to align strategic priorities
? Sets organisational priorities by identifying where time and investment is needed most
? Generates and leads strategic initiatives that reflect the GLA’s position as a regional authority
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 4 indicators of effective performance
? Creates an organisation that learns from experience
? Sets clear organisational objectives, cascading challenging yet achievable deliverables to directorates
? Identifies strategic level performance indicators and communicates these clearly
? Leads and sets an example for desired behaviour and performance for GLA staff
? Instils a culture of high performance and outstanding results where staff are encouraged to perform to their best
DECISION MAKING
… is forming sound, evidence-based judgements, making choices, assessing risks to
delivery, and taking accountability for results.
Level 4 indicators of effective performance
? Makes difficult decisions for the long term benefit of the organisation
? Presents and instils confidence in strategic decision-making
? Consults stakeholders early in critical organisation-wide decisions
? Stands by the decisions and actions of the GLA
? Accepts and promotes accountability for the GLA’s decision making
? Ensures the organisation balances effective risk management with the need for timely actions
ORGANISATIONAL AWARENESS
… is understanding and being sensitive to organisational dynamics, culture and politics across and beyond the GLA and shaping our approach accordingly.
Level 4 indicators of effective performance
? Focuses on the needs of Londoners, promoting organisational awareness of how they impact GLA priorities
? Anticipates and responds appropriately and professionally to political pressure, inspiring confidence and trust from politicians
? Shapes senior stakeholders’ perceptions of the GLA, using their influence to support the GLA agenda
? Influences Londoners’ perceptions of the GLA, using the Media where appropriate
? Leads the organisation by setting the highest standard in upholding integrity and ethical behaviour
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 4 indicators of effective performance
? Demonstrates resilience in the face of challenge from staff, media and partner organisations
? Promotes the GLA as a flexible organisation, responding to the changing needs of Londoners
? Shows positivity in the face of external pressure, minimising negative impact
? Drives a culture of continuous improvement
? Sets the direction for organisational development and ensures effective
