Air Quality Manager

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.

The Air Quality team is based within the GLA Connectivity, Air Quality, Transport and Infrastructure team (CAQTI). This is a rare opportunity to work with colleagues who are committed to making a difference to the lives of Londoners and future generations.

The postholder will be responsible for supporting the Head of Air Quality in setting the strategic direction of the air quality work programme, including policy and strategy development and the delivery of a range of projects and programmes in relation to that portfolio, providing technical expertise and resource management.

Principal accountabilities:

• Shape and manage a portfolio of environment work and lead the delivery and development of Mayoral projects and programmes.
• Manage multi-million pound projects and programmes that are carried out either internally and externally, either for the Authority or by the Authority on behalf of other organisations, including procuring and managing consultants and contractors.
• Attend senior level meetings and provide advice, 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 matters, making recommendations on policy and strategy options.
• Build new and maintain existing partnerships to assist in delivery of initiatives to implement the Mayor’s policies and programmes including negotiating funding, leading for the GLA on relationship management with key stakeholder groups in relation to the environment portfolio.
• Respond to press enquiries and lead responses to questions and correspondence to the Mayor and from Assembly members, Government departments and other organisations in the public, private and voluntary sectors.
• To take a proactive role in corporate planning and contributing to the overall performance management frameworks of the GLA as a whole and the Directorate.
• Manage a team of Principal and Senior Air Quality Officers and deputise for the Head of Air Quality as required.
• Realise the benefits of London’s diversity by promoting and enabling equality of opportunities and promoting the diverse needs and aspirations of London’s communities.

Person specification

Technical requirements/experience/qualifications:

• Demonstrated background and experience in any of the following sectors at a senior level: air quality, environmental management, sustainable transport or planning policy.
• A track record of managing multiple projects and project teams successfully, and delivering results on target and within budget.
• Evidence of management experience, including line management, corporate planning, budget reporting and presenting at senior leadership meetings.
• Evidence of success in undertaking project-based work and preparing clear and concise reports, presentations and briefings on complex and sensitive issues in a political environment for a range of different audiences.
• A track record of stakeholder management experience within a politically complex environment.

Behavioural competencies

Problem Solving is analysing and interpreting situations from a variety of viewpoints and finding creative, workable and timely solutions.

Level 4 Indicators of Effective Performance:

• Seeks multiple perspectives to understand the breadth and depth of complex issues
• Produces strategies to solve organisation-wide problems, considering the practical and political concerns associated with the implementation of solutions
• Enables the GLA to continuously improve and innovate in the long term
• Problem solves jointly with others to stimulate innovation
• Turns ambiguous or difficult situations into opportunities
• Doesn’t stifle creativity and fail to engage others in resolving organisational issues
• Doesn’t fails to anticipate future organisational problems

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 4 Indicators of Effective Performance:

• Identifies and engages a diverse range of influential contacts within stakeholder and community groups, and partner organisations
• Builds alliances to establish mutually beneficial working arrangements, openly sharing knowledge and insights
• Actively challenges and addresses ‘silo attitudes’ to encourage effective relationship building inside and outside the GLA
• Understands the complexities of political dynamics and uses this to manage relationships and resolve conflict effectively
• Identifies clear win-win situations with external partners
• Doesn’t build relationships with limited contacts, or those from local or similar stakeholder groups.

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