Principal Programme Officer

Good Growth
Good Growth is responsible for delivering and implementing the Mayor's environment, transport and economic strategies and for the effective implementation of the London Plan. The Directorate is also responsible for regeneration (where the programme is not housing led), enterprise, growth, capital projects and design work.

About the team
The domestic decarbonisation team is responsible for delivering the Mayor's objective to accelerate and upscale housing retrofit in London in partnership with London Councils. boroughs, housing associations and other key partners. A new joint endeavour of the GLA and London Councils, Warmer Homes London, has been established to accelerate the pace and scale of quality retrofit across the capital.

About the role We are looking for someone who is enthusiastic, organised and highly motivated, ideally with expertise in delivering programmes and a strong knowledge of setting up and delivering complex capital programmes in the built environment and an ability to quickly learn about the home energy efficiency sector approaches, policy and financing mechanisms. You will have excellent written and oral communication skills, a well-informed and creative approach to problem-solving, strong budget management skills, the ability to operate in a busy and complex political environment and experience of working collaboratively with a range of stakeholders.

The postholder will oversee delivery of the Warm Homes Local Grant in their area of London and work with stakeholders in order to achieve desired outputs within agree timeframes, within budget, to specification and operational standards.

The post holder will have a strong record of project and programme development and delivery and will be required to work across a portfolio of programmes built around the key objectives of the Energy Unit.

What your day will look like

Lead on the development of environment policy and project areas within the London Environment Strategy, the London Plan and other mayoral strategies, including undertaking research, analysis, option appraisals and consultation to develop a sound evidence base.

Lead on mayoral projects and programmes to implement the ambitions of the London Environment Strategy.

Source, select and appoint consultants and contractors to carry out relevant work in accordance with relevant public procurement and GLA procedures, policies and Code of Ethics and Standards and ensure delivery within the allocated budget/to time/quality.

Manage the activities of programme and project delivery contractors, act as required to achieve delivery within the allocated budgets and contracted timescales and standards of performance in respect of quality/specification.

Build new, and maintain existing partnerships, to assist in delivery of initiatives to implement the Mayor's policies and programmes, including negotiating funding and leading for the GLA on relationship management with key stakeholder groups in relation to the environment portfolio.

Take responsibility for strategic horizon scanning and maintaining up-to-date awareness of legislative, technical and policy changes in relation to the environmental and energy portfolio and disseminating appropriate information and advice within the GLA Group and with partner organisations and functional bodies.

Establish and develop relationships on technical and policy matters with key stakeholders including international organisations, Government departments, London Councils, the London Boroughs, functional bodies and other organisations in the public, private and voluntary sectors.

Provide advice and where necessary responses, written and oral, to the Mayor and his staff, senior managers, Members of the Assembly, and Functional Bodies, GLA staff, government departments, London-based and national organisations on environmental and energy matters, making recommendations on policy and strategy options.

Present the results of the work on the Mayor's policies, objectives and concerns at conferences, seminars and meetings to external bodies and organisations.

To deputise for the Programme Manager as required.

To take a proactive role in corporate planning and contributing to the overall performance management frameworks of the GLA as a whole and the Directorate.

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.

Utilise 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.

Skills, knowledge and experience
To be considered for the role you must meet the following five essential criteria. Scores against these five criteria will determine shortlisting for interview.

1. Experience supporting and coordinating multidisciplinary teams, with a strong personal commitment to equity, diversity, and inclusion (EDI), and a focus on contributing to a positive and collaborative team culture.
2. Ability to provide clear and well-reasoned advice on operational and delivery issues, including those that are complex or sensitive, within a public sector or political environment.
3. Good understanding of capital delivery processes in the built environment, with a proactive approach to learning and adapting to new areas, such as the energy efficiency sector.
4. Proven ability to manage and deliver projects or workstreams, including planning, monitoring progress, and managing budgets to ensure delivery on time and within scope.
5. Confident in building and maintaining effective working relationships with a range of stakeholders, including colleagues across teams and external partners, to support successful programme delivery.

At interview the following behavioural competencies may be assessed as well as the essential criteria above.

BEHAVIOURAL 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 2 Indicators of Effective Performance

Seeks opportunities to develop professional skills and knowledge and encourages team to do so.

Ensures own and others' workloads are realistic and achievable

Provides staff with clear direction and objectives, ensuring they understand expectations

Recognises achievements and provides constructive feedback and guidance

Gives staff autonomy and confidence to perform well and to their potential

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 2 Indicators of Effective Performance

Prioritises work in line with key team or project deliverables

Makes contingency plans to account for changing work priorities, deadlines and milestones

Identifies and consults with sponsors or stakeholders in planning work

Pays close attention to detail, ensuring team's work is delivered to a high standard

Negotiates realistic timescales for work delivery, ensuring team deliverables can be met

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

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 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.

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

The GLA Competency Framework Guidelines further detailing each competency and the different level indicators can be found here: . click apply for full job details