Working closely with boroughs and partners, we manage the Mayor’s housing investment programmes and land and property assets to support the building of affordable homes, job creation and regeneration.
About the Team
Housing and Land’s programmes include large programmes providing grant and loans to support affordable housing delivery and regeneration, smaller programmes delivering more specialist accommodation, a range of programmes targeted at ensuring building safety, as well as a portfolio of land projects being brought forward to deliver homes and jobs.
The Operational Policy & Performance team work to ensure that the Mayor’s housing programmes are delivered successfully by implementing effective policies and processes for both internal colleagues and external stakeholders. We also provide a directorate-level programme function, working with team-level programme teams to coordinate performance, risk and financial management across Housing and Land.
The role
We are looking for a dedicated individual to develop, implement and maintain operational policy across Housing and Land’s programmes. We are looking for someone process-oriented, with a passion for making things work well. You will need strong attention-to-detail skills, and a commitment to quality. You will also have excellent written and verbal communication skills, with the ability to provide clear and concise guidance (both written and verbal) to both our colleagues and our partners. You will need to be able to work collaboratively with others to progress a wide variety of workstreams.
In return, you’ll be empowered with real influence to shape policies and processes to improve service delivery, ensure programme compliance, and make a difference. You’ll work within a supportive, forward-thinking team, and have the opportunity to work closely with incredibly talented, dedicated people, all working to make London a better place.
Working alongside our existing Operational Policy Manager, you will be responsible for:
Leading the design, implementation and maintenance of effective operational policy for the delivery of Housing and Land programmes, with a particular focus on affordable housing programmes.
Leading on new funding programme processes, including, but not limited to: funding contracts, the GLA Affordable Housing Capital Funding Guide, Recycled Capital Grant Fund recovery determinations, compliance audit within affordable housing programmes, and investment partner qualification.
Developing clearly documented policy, procedural and operational guidance in relation to Housing & Land programmes, and conducting workshops and providing training.
Sharing best practices and ensuring that operational policy is as consistent as possible across the Housing and Land directorate.
Gathering feedback from stakeholders to ensure that GLA operational policy is as clear and effective as possible.
Person specification
This section sets out the assessment criteria against which applications will be assessed. This assessment criteria is taken from the job description.
Technical requirements/experience/qualifications
Please ensure you reflect the following technical requirements in your application:
Experience of leading on developing new funding programmes, procedures and policies, to ensure delivery of targets for large scale programmes.
Experience of commissioning or writing complex funding documents, including contracts, formal guidance and process descriptions.
Demonstrable experience in providing clear advice and guidance to senior managers and operational staff to achieve corporate targets and desired outcomes.
Experience of working to deliver genuinely affordable homes, either directly or for a funding or enabling partner.
Behavioural competencies
Please ensure you reflect the following competencies in your application:
Organisational Awareness .... understanding and being sensitive to organisational dynamics, culture and politics across and beyond the GLA and shaping our approach accordingly.
Level 3 indicators of effective performance
Uses understanding of differences between the GLA and its partners to improve working relationships
Helps others understand the GLA and the complex environment in which it operates
Translates changing political agendas into tangible actions
Considers the diverse needs of Londoners in formulating GLA objectives
Helps others understand how the media and external perceptions of the GLA influence work
Planning & Organising ..... 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 ..... 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 ....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
