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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 London Plan and Strategic Planning Team is totally unique, and you can be a part of it. Through the London Plan we shape the growth of London as a whole, influencing every aspect of how the capital develops, supporting its economic growth, addressing inequality, promoting a healthier London and creating a more environmentally sustainable city. We think long-term and big picture – without taking our eye off the detail. Our work involves policy making to bring forward good growth that meets London’s needs in a sustainable way to deliver high quality living for all.

The London Plan team produces the London Plan, (the Mayor’s Spatial Development Strategy), which sets the parameters and policies for development across the capital, from planning for the homes Londoners need to delivering the infrastructure necessary to meet growth ambitions and meeting net zero by 2030. It’s an exciting time to join as we commence the preparation of a new plan, and the programme leading up to and including the examination-in-public of the plan.

The London Plan and Strategic Planning Team is a friendly and inclusive team of innovators and experts at the forefront of Planning, developing new forward thinking strategic policies to promote high quality sustainable development in London as we move towards a new London Plan. We welcome and support new staff to make sure they become effective members of the team, helping them to realise their full potential, not only to deliver their responsibilities but also to help them achieve their own professional career aspirations.

About the role

You can expect to have significant impact on shaping the future of London, addressing its infrastructure needs, problem solving and leading a team that is responsible for planning for London’s social infrastructure and inclusion, and wider infrastructure needs, leading on policies on green belt, open spaces, waste and the circular economy, water infrastructure, flood risk, safeguarded wharves and aggregates.

It’s a role that sits at the intersection of the climate change resilience, health and inclusion with significant cross-organisation working, giving an opportunity for the post-holder to support the delivery a sustainable future for the capital.

You will be overseeing your team of 3 FTE planning policy professional in formulating appropriate policy and advising on spatial patterns of growth to enable delivery against the Mayor’s Missions on housing, growth, health and energy. You will also be part of the London Plan management team, within the Planning and Regeneration team.

This role is based at London Fire Brigade’s Head Office (Union Street SE1 0LL)

What your day will look like

• Leading conversations and engagement on topics under your team’s remit across the GLA and wider GLA family, with boroughs, stakeholders and communities.

• Overseeing your team in the commissioning and direct in-house production of the data-driven evidence base to support the future London Plan.

• Using your judgment and technical knowledge to advise the Senior Team and Deputy Mayor on planning matters, and the formulation of policy and guidance.

• Understanding priorities of the organisation, and formulating appropriate responses, aligning with work of your team

• Managing a team of 3 FTE, ensuring appropriate objectives are set and providing direction, support and challenge

• Addressing inequality through policies that contribute positively to inclusion and accessibility

Skills, knowledge and experience

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

• A degree in planning or a related discipline, or post-graduate qualification with eligibility for membership of the Royal Town Planning Institute, and good post-qualification professional experience in planning policy including experience of examination in public, within a similar organisation.

• Good track record of giving high-level professional advice on complex and/or sensitive issues at a senior level and ability to communicate effectively through clear and persuasive, oral and written presentations to a range of different audiences.

• Experience of line management, including objective setting, and performance management.

• Experience of working in a political environment

Some knowledge of the waste, water or utilities policy landscape would be helpful, but not essential.

Behavioural competencies

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 communications

• 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

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

• Promotes a positive team culture that respects diversity and deals with barriers to inclusion

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