Warm Homes Local Grant Programme Manager

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. The team will manage the first phase of the Warm Homes Local Grant programme before it transitions into Warmer Homes London in 2026.

About the role

We are looking for someone who is enthusiastic, organised and highly motivated, ideally with expertise in designing and directing large, complex programmes and a strong knowledge of built environment and/or sustainability delivery 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 lead on the development and delivery of major environment projects, and in particular the Warm Homes Local Grant programme, in order to achieve desired outputs within agree timeframes, within budget, to specification and operational standards.

On behalf of the GLA, you will help shape a brand-new organisation, Warmer Homes London, right at the start of our critical journey towards delivering warmer homes in London, that are more affordable to heat and more energy efficient for the environment. The post will transfer into Warmer Homes London as that organisation takes on Warm Homes Local Grant in 2026.

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

What your day will look like:

• Be responsible for development, procurement, governance and project delivery of major, high value environmental projects to ensure delivery of the Mayor's priorities.
• Identify the need for, devise and develop new environment projects or programmes.
• Manage project teams to deliver individual projects and or programmes.
• Ensure that environment projects deliver planned performance and outputs to time, GLA budget commitments and quality specifications by monitoring the activities of development partners and their contractors, identifying and reporting on risks as appropriate.
• Source, select and appoint consultants and contractors to carry out relevant work in accordance with relevant public procurement and GLA procedures and ensure delivery within the allocated budget/to time/quality.
• Manage the activities of the programme delivery contractors, act as required to achieve delivery within the allocated budgets and contracted time-scales and standards of performance in respect of quality/ specification.
• Maintain regular and accurate reporting to Directorate management, with respect to the current and forecast status on assigned projects, and contribute, as required, to the corporate business plan and other corporate management activities.
• Identify opportunities for, and secure, external funding and other income in support of the Mayor's strategies, plans and policies, and, working with the Senior Manager, allocate and manage budgets for projects undertaken.
• Keep abreast of relevant environmental and other policies, initiatives and opportunities.
• Establish and maintain excellent internal and external working relationships, and participate in cross-organisational and sector projects, to ensure opportunities for integration are maximised across the work programme of the GLA Group and that relationships with key stakeholders are further enhanced.
• Present the projects, in the context of the Mayor's policies, objectives and concerns at conferences, seminars and meetings to external bodies and organisations, and deputise for the Senior Manager by representing the GLA at national policy and regional meetings and on study groups and working parties.
• Realise the benefits of London's diversity by promoting and enabling equality of opportunities and promoting the diverse needs and inspirations of London's communities.
• Realise the benefits of 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:

• Strong management capabilities, a commitment to equity, diversity and inclusion (EDI), and the ability to foster a positive, collaborative team culture
• Demonstrable experience in high-value contract management with a focus on delivering results on target and within budget.
• Knowledge of the project management process on a complex programme, including risk and control techniques, financial planning and appraisal, performance reporting, ideally with membership of a relevant professional project management organisation e.g. MAPM.
• Ability to successfully manage relationships with senior operational stakeholders such as contractors and delivery partners.

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 3 indicators of effective performance:

• Motivates and inspires others to perform to their best, recognising and valuing their work and encouraging them to learn and reflect
• Sets clear direction and expectations and enables others to interpret competing priorities
• Agrees and monitors challenging, achievable performance objectives in line with GLA priorities
• Manages performance issues effectively to avoid adverse impact on team morale and performance

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:

• Delivers objectives by bringing together diverse stakeholders to work effectively in partnership
• 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

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 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 organization

The GLA Competency Framework Guidelines further detailing each competency and the different level indicators can be found here: GLA Competency Framework

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