Living Lab NetworkExpression of interestHIF-BLD-LLPA
Living Lab Partnerships Architect
Design useful, reciprocal relationships across universities, health services, startups and community organisations.
Location
Global
Arrangement
Remote
Commitment
3–5 hours per week
Duration
Six-month network build
Level
Professional
Contribution track
Build HIF
01
Role mandate
Design useful, reciprocal relationships across universities, health services, startups and community organisations.
Why this role exists now
The Living Lab requires more than a contact list: each partner must have a clear problem, contribution, benefit, decision right and exit pathway.
02
Outcomes you would own
01
A qualified partner map linked to specific problems and test stages.
02
Reusable reciprocal-value and readiness assessments.
03
Three to five anchor relationships with named contributions.
04
Clear closure notes for opportunities that should not proceed.
Core responsibilities
Map partner capabilities against approved Living Lab needs.
Design a partnership canvas covering value, authority, resources and risks.
Coordinate discovery conversations and record decisions and conditions.
Support due diligence and handover into formal governance.
03
Your first 90 days
Days 1–30
Listen, learn and locate the work
Complete HIF induction, role boundaries and required checks.
Review the Living Lab Network brief, evidence, partners and unresolved decisions.
Agree a 90-day workplan, communication rhythm and escalation map.
Days 31–60
Build the first useful thing
Prototype the priority system, policy or operating rhythm.
Invite review early from the people who will use or be affected by the work.
Record changes, risks and decisions instead of hiding uncertainty.
Days 61–90
Deliver, learn and hand over
Complete the agreed first milestone or document why it should change.
Review progress against success measures with your supervisor.
Publish a next-quarter plan and keep files ready for another volunteer.
04
What you need
Essential criteria
Partnership development, innovation ecosystem or stakeholder-design experience.
Excellent listening, documentation and expectation management.
Ability to distinguish strategic fit from brand visibility.
Desirable, not required
University, medtech, health-service or community-sector networks.
Contract or partnership-governance familiarity.
05
How good work will be judged
Success measures
Every partnership has a specific function and accountable owners.
Partner value does not override community priorities.
Relationship information is complete enough for safe handover.
Decision rights & escalation
Set day-to-day priorities within the approved role brief and agreed hours.
Recommend changes to scope, timing or method and document the rationale.
Pause your own activity and escalate when safety, consent, quality or capacity is unclear.
Escalate budget commitments, external promises, partner agreements and material changes to Living Lab Network Director / Chief Development Officer.
Clinical, safeguarding, privacy and public-claim decisions remain with the named qualified approver.
Role boundaries
This is an unpaid volunteer role. It does not create an employment relationship or expectation of future paid work.
Do not represent HIF publicly, sign agreements or commit money unless authority is explicitly documented.
Use only approved systems for personal, partner or program information.
The agreed weekly commitment is a ceiling to manage, not a minimum to exceed silently.
This role does not provide clinical advice, diagnosis, treatment or unsupervised patient contact.
No travel is assumed. Any future travel would require a separate brief, risk review and written approval.
06
Support, learning and wellbeing
Approved partner brief and executive introductions.
Legal and ethical review before commitments.
Shared relationship records and decision templates.
Scope and safety
Volunteers must not work outside their competence. Clinical, safeguarding and community-facing work requires role-specific supervision and escalation pathways.
Checks before you begin
Identity and right-to-volunteer confirmation.
One or two role-relevant references for leadership or higher-trust appointments.
Confidentiality, conflict-of-interest, privacy and code-of-conduct declarations.
07
How selection works
Evidence to include
A short statement explaining why this role and HIF’s health-equity mission fit your experience.
One specific example showing how you handled work relevant to partnerships.
Your realistic availability against the published commitment of 3–5 hours per week.
Any required qualifications, registrations, portfolio links or work samples.
Conflicts, access needs or support adjustments you want the selection panel to consider.
Selection stages
Eligibility and completeness review
Assessment against the published essential criteria
Structured interview or practical conversation, if required
Relevant reference, credential and safeguarding checks
Outcome, induction and role-specific onboarding
Final selection decisions are made by people. AI is not used to automatically reject applicants.