The post holders will be responsible for the development and management of work supporting the delivery of a range of projects and programmes to meet the Mayor of London’s ambition to make London a zero carbon city by 2030.
The two roles will be working on high-profile projects and programmes helping to decarbonise London.
Zero Carbon Accelerator
The Mayor has just launched his new Zero Carbon Accelerator. This flagship project is providing support to the public and community sectors to help them decarbonise. The Zero Carbon Accelerator will help London to meet its net zero target by 2030 through the provision of revenue funded support:
• advising organisations on how to decarbonise their buildings
• increasing organisations’ skills and understanding of decarbonisation
• developing decarbonisation projects to be ready for funding, such as through the Mayor’s Green Finance Fund. The Green Finance Fund is providing the initial tranche of funding for the Zero Carbon Accelerator
• supporting organisations to manage the delivery of decarbonisation projects.
This role will engage with potential beneficiaries of the programme to ensure the Zero Carbon Accelerator is reaching organisations - getting them signed up and ensuring they remain engaged. The role will also ensure there is a compelling support offer that works for organisations and that the quality of delivery is high. To support delivery of objectives this role will identify where there are strategic opportunities to try and address issues and look to work with stakeholders to try and help remove barriers.
Clean Energy and Net Zero Communities programme
The Mayor wants to help public sector organisations, schools and communities in London reach net zero as part of his ambition to make London a net-zero carbon city by 2030. Through three flagship programmes (Net Zero Schools, Community Energy and GLA Group Renewable Energy Purchasing), the GLA works with GLA Group organisations (Transport for London, London Fire Brigade, Metropolitan Police Service, London Legacy Development Corporation), Community Energy Groups, London Boroughs, schools, and other delivery partners to identify scalable approaches to non-domestic decarbonisation. These three programmes support measures such as renewable energy purchasing, solar panel installations on buildings to generate clean energy, heat pumps rollout, and buildings retrofit to make them more energy efficient and more resilient to the impact of climate change.
The post holder will be part of a small team working across the three programmes, and will lead on programme delivery, management and stakeholder engagement. We expect the post holder to be able to work flexibly across these different policy areas in response to priorities and needs.
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.
Principal accountabilities
1. Lead on the delivery of mayoral projects and programmes to implement the Mayor’s ambition to make London a zero carbon city by 2030.
2. 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.
3. Establish and develop relationships on technical and policy matters with key stakeholders including international organisations, Government departments, the London Boroughs, functional bodies and other organisations in the public, private and voluntary sectors.
4. 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.
5. 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.
6. 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.
7. Review and monitor the implementation of the London Environment Strategy and the effectiveness of key programmes and projects to meet the strategy objectives.
8. Lead on the development of environment policy areas within the London Environment Strategy and other mayoral strategies, including undertaking research, analysis, option appraisals and consultation to develop a sound evidence base.
9. 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.
10. Present the results of the work on the Mayor’s policies, objectives and concerns at conferences, seminars and meetings to external bodies and organisations.
Person specification
Technical requirements/experience/qualifications
• A track record of working in partnership with multi-stakeholder groups to deliver shared goals.
• Evidence of success in undertaking programme and project-based work, and experience of managing and delivering high value environmental projects and programmes, with track record of contract management and delivering results on target and within budget and allocated resources.
• Preparing clear and concise reports, presentations and briefings on complex and sensitive issues for a range of different audiences.
• Ability to analyse and interpret environmental and energy issues in relation to urban areas, their causes, effects, and possible solutions, utilising software to an advanced level to assist in such analysis.
Behavioural competencies
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
Research and Analysis
… is gathering intelligence (information, opinion and data) from varied sources, making sense of it, testing its validity and drawing conclusions that can lead to practical benefits.
Level 3 Indicators of Effective Performance
• Expands networks to gain new information sources for research and policy development
• Identifies and implements methods to ensure intelligence is of a high quality
• Encourages others to analyse data from different angles, using multiple perspectives to identify connections and new insights
• Tailors research investment in line with likely impact for Londoners and policy priorities
• Retains a bigger picture view, ensuring research recommendations are appropriate and practical for the GLA and its stakeholders
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
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.
Organisational Awareness
… is understanding and being sensitive to organisational dynamics, culture and politics across and beyond the GLA and shaping our approach accordingly.
Level 2 Indicators of Effective Performance
• Challenges unethical behaviour
• Uses understanding of the GLA’s complex partnership arrangements to deliver effectively
• Recognises how political changes and sensitivities impact on own and team’s work
• Is aware of the changing needs of Londoners, anticipating resulting changes for work agendas
• Follows the GLA’s position in the media and understands how it impacts on work
The GLA Competency Framework Guidelines further detailing each competency and the different level indicators can be found here: GLA competency framework.
This role is based at London Fire Brigade’s Head Office (Union Street SE1 0LL)
