Programme Manager - Skills Capital

This is an exciting opportunity be lead a small team in the Greater London Authority responsible for delivering Skills Capital Programmes.
The Skills for Londoners Capital Fund is supporting skills providers with the capital costs of ensuring they have the equipment, systems and facilities to provide a high-quality learning offer to equip Londoners with the skills required to enter key occupations. The investment is supporting key sectors of the London economy and it is aligned with the commitments made in the Mayor's Skills for Londoners strategy and the Skills Roadmap for London.
We are looking for a Programme Manager to lead on the management of a portfolio of Skills programmes, lead a team of contract managers to secure high quality project outcomes, develop new commissioning proposals for remaining funding and work with Strategy colleagues to secure further funding and develop the programme.
This is a varied role, involving tasks such as: Reviewing and reporting on programme performance to internal and external governance boards. Meeting with Principals and CEOs of skills providers across London to discuss their capital investment plans. Overseeing an expert review of capital investment requirement for London's skills sector to support calls to central government for further funding for London. Advise your contract managers in the review of their portfolio's performance. Commission technical external advice to ensure capital projects are deliverable to budget and time. About the team
The Skills and Employment Unit's delivery teams are responsible for managing the Adult Education Business, UK Shared Prosperity Fund and programmes such as the Mayor's Skills Academies and Bootcamps. The Skills Capital team works across these programmes to enable skills providers to deliver high quality learning funded by these programmes through capital investment in their estate and facilities.
Principal accountabilities
Manage the delivery cycle from programme development through contracting to contract completion, closure and exit of a portfolio of complex projects, including proactive management and recording of: financial and outputs performance, maintaining value for money quality assurance and compliance through regular monitoring and audit of delivery partners and sub-contractors the claims process to verify the validity, accuracy and eligibility claims paid milestones, risks and issues delivery partner negotiations, including contract negotiations. Proactively lead on the overall performance of own team's portfolio of projects against financial and output/outcome targets, compliance, quality and risk and collaborate proactively with other Project Managers in the team and other stakeholders in a matrix management arrangement to develop and deliver the team's portfolio of projects and programmes as required. Effectively line manage, lead and develop a small team in order to deliver the objectives of individual projects or programmes within agreed timeframes, within budget, to specification and to operational compliance and quality standards, ensuring that team resources are planned and allocated effectively to meet anticipated demand and respond to changing priorities. Identify and report on risks and issues as appropriate, and lead on resolution of operational, contractual and performance issues as they arise for own portfolio of projects and the team's. Hold budget accountability for projects within own and team's portfolio, including responsibility for accurate budgeting, forecasting and compliance with GLA approval processes and all financial and regulatory requirements. Lead on delivery to time, budget and quality of complex or sensitive corporate or team workstreams, for example programme management activities, Programme evaluation, development or improvement of systems and processes to meet audit, programme or corporate requirements, ensuring that matrix project management is implemented effectively where relevant Ensure that the team's best practice contract management processes, systems and procedures are developed, improved and implemented to deliver targets from investment frameworks to time, cost, quality and specification Present the team's programmes and projects, in the context of the Mayor's policies, objectives and concerns at conferences, seminars and meetings to external bodies and organisations, deputising for the Senior Manager as required Source, select and appoint consultants and contractors as required to carry out relevant work in accordance with relevant public procurement and GLA procedures, lead on negotiations with delivery partners, monitor the legal process and ensure the creation of accurate contract and Grant Agreement specifications which accurately reflect the desired outcomes and relevant compliance requirements of the GLA, AEB and European funding. Manage resources allocated to tasks in accordance with the GLA's policies and code of Ethics and Standards. 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: Significant knowledge and practical experience of project management and project control techniques, including financial analysis, project planning and appraisal, financing and risk management and evaluation, ideally with a professional qualification in a related area. Capital project management experience is desirable. Successful track record of monitoring delivery of complex and large-scale programmes, including delivery through multiple third parties and contract management. Track record of developing, leading and managing teams, including tackling poor performance, developing talent, and being accountable for the team's performance Excellent report writing skills with ability to present papers at Board level and evidence of strong strategic analytical skills Experience of working in a political environment, managing complex or sensitive stakeholder arrangements to achieve positive outcomes for the organisation Behavioural competencies
Building & Managing Relationships
is developing rapport and working effectively with a diverse range of people, sharing knowledge and skills to deliver shared goals
Level 3 indicators of effective performance: Actively engages partners and encourages others to build relationships that support GLA objectives Understands and recognises the contributions that staff at all levels make to delivering priorities Proactively manages partner relationships, preventing or resolving any conflict Adapts style to work effectively with partners, building consensus, trust and respect Delivers objectives by bringing together diverse stakeholders to work effectively in partnership 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 Problem Solving
is analysing and interpreting situations from a variety of viewpoints and finding creative, workable and timely solutions.
Level 3 indicators of effective performance Clarifies ambiguous problems, questioning assumptions to reach a fuller understanding Actively challenges the status quo to find new ways of doing things, looking for good practice Seeks and incorporates diverse perspectives to help produce workable strategies to address complex issues Initiates consultation on opportunities to improve work processes Supports the organisation to implement innovative suggestions Responding to Pressure and 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 . click apply for full job details