Senior Technical Project Officer

• Managing projects and technical workstreams that support the New Homes Accelerator London programme and the wider Infrastructure Coordination Service.
  
• Building relationships with developers utility providers London boroughs government departments and other partners to coordinate activity and drive positive outcomes.
  
• Using infrastructure data digital tools and mapping systems to undertake technical analysis and support project delivery.
  
• Coordinating stakeholders with differing priorities facilitating discussions and helping to build consensus around solutions and next steps.
  
• Monitoring project performance analysing data and identifying opportunities to improve processes and programme outcomes.
  
• Supporting the development of policy best practice and strategic recommendations to improve infrastructure coordination and housing delivery.
  
• Preparing presentations briefings and reports for senior leaders steering groups and other key decision-makers across City Hall and partner organisations.
  
• Working with technical specialists across the ICS to resolve issues develop delivery plans and support the implementation of innovative approaches.
  
• Keeping up to date with policy regulatory and industry developments that could affect infrastructure delivery and development across London.
  

• Up to date CV
  
• Personal statement with a maximum of 1500 words. Please ensure you address how you demonstrate the essential criteria outlined above in the advert.
  

• On a permanent contract or a fixed term contract where the time left on the contract at the point at which you apply for secondment is longer than the secondment period;
  
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• successfully completed your probation period and are performing to the required standard for your current role; and
  
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• at least 18 months service with the GLA
  

To be considered for the role you must meet the following essential criteria:

• Degree-level qualification or equivalent professional experience in engineering infrastructure development planning construction or a related field.
  
• Experience of successfully managing complex projects or programmes including planning activities managing stakeholders monitoring delivery and achieving outcomes within agreed timescales and budgets.
  Experience of working with multiple stakeholders and building effective partnerships across public and/or private sector organisations.
• Knowledge of infrastructure and utility networks with an understanding of how utility connection processes infrastructure constraints and related stakeholder interactions can affect development delivery.
  
• Strong analytical skills with experience of gathering interpreting and presenting data and evidence to support decision-making performance monitoring and continuous improvement.
  
• Excellent written and verbal communication skills including producing high-quality reports presentations briefings and visual materials for a range of audiences including senior stakeholders.
  
  
  

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
  

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
  
  

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 teams work is delivered to a high standard
  
• Negotiates realistic timescales for work delivery ensuring team deliverables can be met
  

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
  

is developing rapport and working effectively with a diverse range of people; and sharing knowledge and skills to deliver shared goals.

Level 2 indicators of effective performance:

• Develops new professional relationships
  
• Understands the needs of others the constraints they face and the levers to their engagement
  
• Understands differences anticipates areas of conflict and takes action
  
• Fosters an environment where others feel respected
  
• Identifies opportunities for joint working to minimise duplication and deliver shared goals
  

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 GLAs complex partnership arrangements to deliver effectively
  
• Recognises how political changes and sensitivities impact on own and teams work
  
• Is aware of the changing needs of Londoners anticipating resulting changes for work agendas
  
• Follows the GLAs 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