SSM Lead

Interview date: W/c 9th and 16th November (may be subject to change)

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.

This is an exciting opportunity to play a leading role in this flagship innovation initiative: establishing the UK's first environmental services market for sustainable drainage systems (SuDS).

The SSM holds the potential to dramatically increase SuDS by leveraging planned streetworks. A cross-organisational partnership - delivered in collaboration with Thames Water - will put forward a market-led approach based on Nobel prize winning economics that will significantly reduce surface flooding risks and positively move the dial on green infrastructure across the city.

Our novel approach sits at the heart of London's climate resilience agenda, supporting Flood Ready London as one of the London Surface Water Strategy's key delivery mechanisms. Through the SSM, we are aiming to oversee two initial market rounds, deliver at least 100 projects and ultimately convert 7,000 hectares of impermeable land to SuDS to meet our target number of properties at risk from a 1 in 30 year storm.

About the role As SSM Lead within the Mayor's Infrastructure Coordination Service, you will lead a new 7-person team to implement the SuDS through Streetworks Market. Working at the intersection of environmental markets, surface water management and infrastructure delivery, you will oversee the successful implementation of the SSM by bringing together key partners to engage in this new delivery mechanism.

You will oversee a number of interdependent workstreams - across stakeholder engagement and comms, SuDS design and streetworks, environmental market economics, governance, monitoring & evaluation, data, among others - to ensure the SSM work programme is delivered successfully and within budget.

This will involve convening 'buyers' - lead local flood authorities, Boroughs and Transport for London - together with 'suppliers' - utilities and contractors - to develop market and commercial arrangements, technical guidance and best practice, ensuring lessons are learned from each market round and refine the wider SSM processes. The SSM leverages London's high volume of annual streetworks and encourages contractors to reinstate SuDS rather than traditional asphalt and concrete into their planned streetworks, thereby delivering SuDS at scale, lowering costs of delivery and reducing road disruption.

The role offers a unique opportunity to work on a high-profile programme with significant visibility across City Hall, government and industry. You will engage with senior stakeholders across the GLA and the wider sector - including Flood Ready London, Ofwat, lead local flood authorities and the Environment Agency - to help shape how London's infrastructure networks support the city's growth ambitions.

The successful candidate will combine strong strategy, leadership and programme management skills with the ability to understand and communicate complex SuDS / utility issues. Whether your background is in sustainability, environmental markets, utilities, infrastructure or a related field, you will be motivated by solving challenging problems, building effective partnerships and delivering tangible outcomes for Londoners.

What your day will look like

• Leading a multi-disciplinary team, ensuring team members feel supported and have the right resources and tools to carry out their work.
• Providing strategic direction across the SSM's multiple workstreams, addressing risks and technical barriers whilst achieving delivery targets.
• Securing a strong cross-organisational set-up with Thames Water, ensuring clear lines of accountability.
• Developing strong relationships with key stakeholders, including: lead local flood authorities, utilities, contractors and regulators.
• Working with SSM market participants to identify and deliver practical solutions to complex situations relating to environmental markets, SuDS and streetworks.
• Overseeing the SSM's budget, including staffing and work programme (external consultants).
• Producing reports, case studies and best-practice guidance that capture lessons learned and influence infrastructure delivery across the sector.
• Analysing technical, commercial and delivery data to develop business cases for future governance and delivery models, identifying opportunities for innovation and improvement.
• Representing the GLA at meetings, workshops and industry events, championing collaborative approaches to infrastructure connections and housing delivery.
• Preparing briefings and updates for senior management, programme boards and the Mayor's Office, ensuring risks, issues and opportunities are clearly communicated.

Skills, knowledge and experience To be considered for the role you must meet the following essential criteria:

• A successful track record of leadership, team management, and external engagement / relationship building.
• Degree or equivalent in a relevant field (e.g. Civil Engineering).
• Technical expertise on issues related to the water and streetworks sectors, and addressing surface water flooding issues, as well as substantial experience relating to: Environmental Markets, Construction, Streetworks, Utilities, Development, Capital Delivery or similar.
• Experience of successfully operating in a complex political environment and an ability to prepare timely, clear and concise reports, presentations and briefings on complex, technical, and/or sensitive issues for a range of different audiences.
• Strong programme and project management skills and experience, including evidence of successful delivery to time and budget.

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

Strategic Thinking is using an understanding of the bigger picture to uncover potential challenges and opportunities for the long term and turning these into a compelling vision for action.

Level 3 indicators of effective performance

• Translates GLA vision and strategy into practical and tangible plans for own team or delivery partners
• Consistently takes account of the wider implications of team's actions for the GLA
• Encourages self and others to think about organisation's long term potential
• Informs strategy development by identifying gaps in current delivery or evidence
• Takes account of a wide range of public and partner needs to inform team's work

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

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

Organisational Awareness is understanding and being sensitive to organisational dynamics, culture and politics across and beyond the GLA and shaping our approach accordingly.

Level 3 indicators of effective performance

• Uses understanding of differences between the GLA and its partners to improve working relationships
• Helps others understand the GLA and the compel environment in which it operates
• Translates changing political agendas into tangible actions
• Considers the diverse needs of Londoners in formulating GLA objectives
• Helps others understand how the media and eternal perceptions of the GLA influence work

The GLA Competency Framework Guidelines further detailing each competency and the different level indicators can be found here: GLA Competency Framework

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