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National Policy Advisor, Active Living (12 month maximum term, Full time) Title: National Policy Advisor, Active Living Team: Health Outcomes Position type: 12 month maximum term (parental leave), Full time Reports to: National Policy Manager Company: National Hours per week: 37.5 Grade: Location: Melbourne Effective date: January 2015 8 The Heart Foundation is an independent charity whose purpose is to reduce premature death and suffering from heart, stroke and blood vessel disease. As a federation of nine companies (a national company and eight state/territory divisions) we work together to deliver our national strategy, For All Hearts 20132017 under the auspice of a Federation Agreement and guided by our shared organisational values: Visionary, Dynamic and Collaborative; Integrity; and Passionate. The National Company is comprised of the Chief Executive Officer’s office and four business units: Corporate Services, Revenue and Brand, Advocacy, and Health Outcomes. The National Health Outcomes team supports the achievement of the goals and objectives of the national For All Hearts Strategy 2013-2017. This includes improving access to a healthier food supply, active living, early recognition and detection of heart attack, improved access, and better management of heart disease. There is also a strong focus on addressing health inequity amongst Aboriginal and Torres Strait Islander peoples, those who are culturally and linguistically diverse and those from low socio economic backgrounds across Australia. The position of National Policy Advisor – Active Living sits within the Policy team (see organisation chart, attached). This team consolidates policy work including research, evidence review, systems thinking, data interpretation, subject matter expertise and policy advice across the areas of prevention and treatment of heart disease. The position works closely with the National Manager, Data & Evaluation, General Manager Advocacy, National Media Manager and a range of honorary committees that provide advice and direction to the work of the Heart Foundation. Some interstate travel is required Page 1 of 8 Position Purpose: Lead the Heart Foundation’s Active Living policy activities and stakeholder engagement to promote and influence the uptake of Heart Foundation policies and positions by government, industry and peak bodies, professional associations and academic institutions. Key Accountabilities Accountabilities Major Activities Outcomes Provide strategic advice in the area of active living Keep up to date with relevant active living issues and associated research, evidence, data and government positions To achieve the goals of the Heart Foundation strategy and the performance indicators of the annual business plan Assist in the critical review of evidence, data and government positions and the implications for the Heart Foundation’s active living agenda Provide subject matter expertise in active living to advocacy, media and communications and marketing teams, Heart Foundation staff and internal committees Support the National Policy Manager in managing the honorary committees Develop, implement and evaluate operational plans including discrete projects Prepare reports and papers To achieve the goals of the Heart Foundation strategy and the performance indicators of the annual business plan Collaborate and consult with a wide range of National Heart Foundation staff To deliver annual priorities and facilitate incremental achievement of long term Policy objectives. Identify and manage internal and external risks to the successful operation and achievement of Policy programs and policies Contribute to the development and achievement of business objective Page 2 of 8 Advocacy Represent the Heart Foundation in appropriate external forums including government, industry and consumer groups To achieve the goals of the Heart Foundation strategy and the performance indicators of the annual business plan Develop written submissions to the federal government in relation to Active Living issues and initiatives To maintain the profile of the Active Living program. Engage proactively with governments, peak bodies, public health associations, academic institutions and coalitions Develop and manage relationships with key external stakeholders such as the Planning Institute of Australia and the Australian Local Government Association Work with the marketing and communications team to develop tailored key messages Page 3 of 8 CHALLENGES: KEY COMMUNICATIONS: Keeping abreast of the evidence and policy environment Internally: Working across the National and Divisional (State) companies that make up the Heart Foundation and securing support for the national policy agenda Health Outcomes Unit to integrate work between the teams particularly the evaluation of evidence and development of policy into areas of program work National Brand and Communications to provide an evidence base for the development of key messages and campaigns and marketing collateral for a range of audiences National Advocacy to provide policy platforms and briefings for meetings with relevant Federal ministers, government agencies and industry bodies and to understand the government health agenda and priorities National Media to provide evidence based information and key messages to support media campaigns, releases and responses Cardiovascular Health Directors in the Divisions to promote the national policy agenda, influence priorities across the organisation align and leverage national and state activities Honoraries to engage their expertise in the scientific review of evidence and the development of policy positions Externally: Key opinion leaders and health professional bodies to obtain input into policy development and support for policy positions Consumers to incorporate their perspective into policy development Externally: Key opinion leaders, policy makers, peak bodies and professional associations to obtain input into policy development, support for policy positions and collaborate on Active Living issues and initiatives Consumers to incorporate their perspective into policy development These include but are not limited to the PIanning Institute of Australia, Australian Local Government Association, Cycling Promotion Fund, Bus Industry Confederation, Green Building Council of Australia, Major Cities Unit; Federal Government: Health, Transport and other Ministers (advisors, shadow); Parliamentary Secretaries; Other Ministers and Page 4 of 8 shadow ministers, depending on the issue; National Preventative Health Agency, academic researchers and institutions, other health promotion NGOs (e.g. NPHAA), built environment professional associations (e.g. Urban Development Institute of Australia, Australian Institute of Landscape Architects). DECISION MAKING: Independently KNOWLEDGE, SKILLS & EXPERIENCE Knowledge The position makes independent decisions on the day to day operations of the Active Living program of work Tertiary qualification, preferably in health, government policy, planning or social sciences With input Sound knowledge of research methodologies, assessment and interpretation of research The position consults with National Policy Manager on strategic direction and priorities Recommends The position provides recommendations to the National Policy Manager regarding agenda, papers, publications and key messages externally Guidance Demonstrated understanding of socio-ecological approaches to promoting physical activity Skills High quality writing that is able to present information logically with an ability to synthesise complex information into easy to understand concepts Strong presentation skills The position is guided in its decisions by the policies and procedures of the National Heart Foundation and the Heart Foundation values Excellent attention to detail Demonstrated skills in building effective working relationships with a range of internal and external stakeholders Experience Demonstrated experience in developing policy, evidence reviews, position statements and undertaking advocacy Direct Reports (position titles): NIL Indirect Reports: Budget Management: NIL Income: Nil Expenditure: Nil Page 5 of 8 Essential Competencies: Functional/Technical Skills - Has the functional and technical knowledge and skills to do the job at a high level of accomplishment Informing - Provides the information people need to know to do their jobs and to feel good about being a member of the team, unit and/or the organisation; provides individuals information so that they can make accurate decisions; is timely with information Intellectual Horsepower - Is bright and intelligent; deals with concepts and complexity comfortably; described as intellectually sharp, capable and agile Interpersonal Savvy - Relates well to all kinds of people, up, down, and sideways, inside and outside the organisation; builds appropriate rapport; builds constructive and effective relationships; uses diplomacy and tact; can diffuse even high-tension situations comfortably Managing and Measuring Work - Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, progress and results; designs feedback loops into work Organisational Agility - Knowledgeable about how organisations work; knows how to get things done both through formal channels and the informal network; understands the origin and reasoning behind key policies, practices and procedures; understands the cultures of organisations Political Savvy - Can manoeuvre through complex political situations effectively and quietly; is sensitive to how people and organisations function; anticipates where the land mines are and plans his/her approach accordingly; views corporate politics as a necessary part of organisational life and works to adjust to that reality; is a maze-bright person Presentation Skills - Is effective in a variety of formal presentation settings: one-on-one, small and large groups, with peers, direct reports and bosses; is effective both inside and outside the organisation, on both cool data and hot and controversial topics; commands attention and can manage group process during the presentation; can change tactics midstream when something isn’t working Priority Setting - Spends his/her time and the time of others on what’s important; quickly zeros in on the critical few and puts the trivial many aside; can quickly sense what will help or hinder accomplishing a goal; eliminates roadblocks; creates focus Strategic Agility - Sees ahead clearly; can anticipate future consequences and trends accurately; has broad knowledge and perspective; is future oriented; can articulately paint credible pictures and visions of possibilities and likelihoods; can create competitive and breakthrough strategies and plans Written Communications - Is able to write clearly and succinctly in a variety of communication settings and styles; can get messages across that have the desired effect Page 6 of 8 ORGANISATIONAL CHART Page 7 of 8 Approval: Manager Incumbent Name: Name: Signed: Signed: Dated: Dated: Page 8 of 8