Committee Services Manager

The London Assembly scrutinises the Mayor's activities by questioning the Mayor about their decisions. The Assembly also investigates issues of importance to London. There are 25 Assembly Members, elected every four years at the same time as the Mayor. The Secretariat works for the Assembly to support its activities. 

About the role  The GLA is looking to recruit a Committee Services Manager to lead a team whjch provides support to high-profile and often politically sensitive Assembly meetings.

You would be joining a high-performing team at City Hall, with an excellent reputation and which, in addition to the London Assembly, also provides support to a range of Mayoral boards, Transport for London, London Legacy Development Corporation and Old Oak and Park Royal Development Corporation.

You will play a key role in local democracy, dealing with senior politicians and GLA stakeholders in a fast-paced environment where no two days are the same. You will directly support key London Assembly meetings and will often read about work you’ve led on in the media on your way home.

We are looking for someone who can work quickly across a range of issues and relish a challenge. You must be comfortable working in a fast-paced environment and have the skills and experience to anticipate problems and avoid them before they arise and be able to get the big picture but also see the small but vital details at the same time. You’ll also have excellent communication skills.

Essential experience includes the provision of meeting, decision-making processes and member support services at a senior level and substantial knowledge and experience of providing advice on governance matters within a large, complex and high-profile organisation, preferably including an understanding of current legislation and developments relating to governance in local government.

What your day will look like   ·Supporting meetings of the London Assembly - including writing agendas, reports and minutes. ·Providing governance and procedural advice to Assembly Members. ·Managing, supporting and developing your team members  Skills, knowledge and experience  To be considered for the role you must meet the following essential criteria:

Experience of provision of meeting, decision-making processes and Member support services at a senior level in a high profile political organisation.  

Substantial knowledge and experience of providing advice on governance matters within a large, complex and high-profile organisation, preferably including an understanding of current legislation and developments relating to governance in local government ·

Behavioural competencies

Managing & 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 4 indicators of effective performance

·Creates an organisation that learns from experience

·Sets clear organisational objectives, cascading challenging yet achievable deliverables to directorates

·Identifies strategic level performance indicators and communicates these clearly

·Leads and sets an example for desired behaviour and performance for GLA staff

·Instils a culture of high performance and outstanding results where staff are encouraged to perform to their best

  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 complex 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 external perceptions of the GLA influence work

  Responding to pressure & change

… is being flexible and adapting positively, to sustain performance when the situation changes, workload increases, tensions rise or priorities shift.

Level 3 indicators of effective performance

·Clarifies direction and adapts to changing priorities and uncertain times

·Minimises the pressure of change for the directorate, lessening the impact for the team

·Uses change as an opportunity to improve ways of working, encouraging others’ buy-in

·Keeps staff motivated and engaged during times of change, promoting the benefits

·Takes ownership for communicating change initiatives clearly, ensuring smooth implementation

This job is ‘politically restricted’ under the Local Government and Housing Act 1989.