Senior Development Manager - AR - Applications close 24/10/2025 4:45pm

Job Role Profile and Person Specification

6 month placement Expectation on site/office based 1 to 2 days per week with flexibility on both sides.

Purpose of the Role

To work as part of the council's Development team to develop and deliver specific high profile construction projects across the borough including the development and implementation of physical, social and environmental projects and development of the brief and scope, budget management and viability assessment.

Key Responsibilities

1. To lead development of major projects in the development team that will support delivery of the Council's objectives to deliver homes under the AHP 21-26 programme and modular build for temporary accommodation.
2. Specifically, responsible for project managing delivery of development sites, including scheme development and procurement of delivery partners.
3. To lead major projects that deliver wider regeneration and socio-economic development outcomes.
4. To build and develop key strategic partnerships at a senior level, including but not limited to Government departments, GLA and developers to maximise and secure sustainable delivery.
5. To lead commissioning of appropriate internal and external technical and specialist resources required to enable delivery.
6. To manage the delivery of promotional activities relating to regeneration delivery to increase the regional and national profile of regeneration projects.

Dimensions Including Structure Chart

Annual budgetary amounts with which the role is either directly or indirectly concerned: The post holder is responsible for the monitoring and management of substantial capital budgets (over £10 million).

The post also leads on schemes and projects managed by other council services and departments, to develop, manage and successfully deliver the maximum value of construction projects across the borough.

Number of Direct Reports

The postholder will be required to assist one or more Development Manager(s), within the development team. You will assist no more than 5 members of staff at a time.

To manage project teams of up to 15 staff and which include staff from all levels which are of diverse and various professional and technical disciplines, from other services elsewhere in the Council.

To supervise up to 5 technical staff; to include a combination of project staff, agency staff, fixed-term contract staff, trainees and part time or temporary staff.

Management and supervision of a large number of consultants undertaking a variety of complex planning and regeneration activities, including scheme design and development, planning, legal, procurement and development appraisal and viability.

To advise and train staff to ensure they are kept up to date with current techniques and practices for which the postholder is responsible through day to day contact and regular team meetings.

To carry out workload management.

Nature of Reporting Relationship Between Post Holder and Line Manager

The postholder will report to the Head of Development fortnightly at 1 1 meetings with line manager and attendance at regular team meetings.

Given the strategic significance of this post, the postholder may have to report to the Directors and Executive Directors.

Any Other Relevant Statistics

It is expected that the postholder will provide briefings and presentations to Members, including Lead Cabinet Members and the Chief Executive, as appropriate.

Management of external consultants commissioned to deliver housing, infrastructure and environmental regeneration projects. The post holder is expected to supervise the input into regeneration projects of other members of staff from across the council through cross departmental matrix working groups. Close working with local community groups, community leaders and other council stakeholders and to develop effective partnerships and build relationships with key internal and external stakeholders.

The post holder is expected to use relevant Project Management Systems and principles in the preparation, reporting, delivery and monitoring of regeneration projects.

Key Accountabilities

1. Lead scheme development of key sites, to include procurement of professional and technical services and resources, to develop options for delivery, viability test those options and recommend a route.
2. Deliver project and performance management activities, including project initiation documents, project plans, business case and options appraisals, risk management and budget planning. Produce reports in accordance with corporate performance management requirements.
3. Lead tendering and negotiation processes to appoint delivery partner(s) which deliver best value to the Council and secures outcomes in line with corporate objectives for the scheme.
4. Provide high level support for strategic negotiation processes with key landowner and developer interests, in order to achieve comprehensive scheme delivery in line with corporate objectives whilst minimising risk to the Council and delivering a commercially viable outcome.
5. Develop stakeholder relationships including Government departments, GLA and other strategic partners to maximise opportunities for investment and partnership working.
6. Monitor and control budget expenditure relating to scheme development and delivery, in line with corporate financial regulations.
7. Undertake promotional activities to raise the profile of project delivery at a local, regional and national level.
8. Work in collaboration with members, officers, stakeholders and potential partners/developers to ensure compliance with council policy, vision and values in achieving development objectives.
9. Carry out all accountabilities and any other duties in compliance with the Council's Policies and Procedures.

Key Relationships (Internal and External)

• Regular key relationships on a one to one basis include other senior and professional officers within the council, partnership organisations, the GLA and other government and public sector organisations, developers and landowners within the borough, the Leader and Deputy Leader of the Council; Regeneration Cabinet Lead; other Cabinet members; chairs of Scrutiny Panels and individual Council Members from all political groups.
• The Chief Executive, Directors, Heads of Service and other officers as appropriate.
• Enfield's MPs, GLA family and DCLG.
• Developers.
• Lead consultants for specialist services.
• Land owners, Leaseholders and Agents.
• Residents and businesses directly affected by regeneration proposals.
• Representatives of public, private and voluntary sectors agencies with whom the Council may work in partnership.
• Internal colleagues in the Neighbourhood Regeneration Team, Property Services, Urban Design, Planning Policy, Legal Services, Finance Services, Procurement, Housing, Development Management, Environment.