Principal Committee Officer
About the team / role
The Committee Services team has a vacancy for a Principal Committee Officer to provide high quality clerking and governance support for the work of the Transport for London (TfL) Board, its committees and any other TfL bodies as required, and for the work of the Mayoral Development Corporations (MDCs) committees and any other MDC bodies as assigned; to deputise for the TfL and MDCs Secretariat Manager as required; and to provide day-to-day line management of relevant members of the TfL and MDCs Secretariat Team as allocated.
You will play a key role in local democracy, dealing with senior board members and GLA stakeholders in a fast-paced environment. You’ll often see the work you’ve been involved in covered in the media on your way home.
You will need a proven track record in managing formal meetings involving decision-making processes in a high-profile, complex organisation; interpreting and applying legislation and governance procedures; dealing effectively with senior stakeholders; and consistently meeting demanding deadlines in a pressurised environment.
We need people who get the big picture but see the small but vital details at the same time. You will be able to work quickly across a range of issues and relish a challenge. Excellent communication skills, and the ability to liaise with senior members and staff with tact and diplomacy, are essential.
You will be working in the Committee Services team at City Hall which provides a shared service of clerking and governance support across the GLA Group to the Mayor of London, Transport for London, Mayoral Development Corporations and London Assembly. It’s an exciting working environment with great scope for professional development.
What your day will look like
*Preparing reports, agendas and minutes for high-profile formal committee / board meetings.
*Liaising with senior members, chief officers and high-level stakeholders and their teams about upcoming meetings, reports and deadlines.
*Providing governance and procedural meeting advice to senior officers and members.
*Line management responsibility for relevant members of the Committee Services team as allocated.
*Ensuring meetings are supported efficiently in line with the Authority’s governance frameworks and the Committee Services team’s Quality Management System.
Skills, knowledge and experience
To be considered for the role you must meet the following essential criteria:
*Proven track record of success in managing formal committee meetings involving the decision-making processes in a high-profile and/or complex organisation.
*Evidence of ability to interpret and apply relevant legislation and governance procedures.
*Awareness of current affairs.
*Proven track record of success in managing staff / teams.
Behavioural competencies
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
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 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
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 2 indicators of effective performance
*Maintains a focus on key priorities and deliverables, staying resilient in the face of pressure
*Anticipates and adapts flexibly to changing requirements
*Uses challenges as an opportunity to learn and improve
*Participates fully and encourages others to engage in change initiatives
*Manages team’s well-being, supporting them to cope with pressure and change
Organisational Awareness
… is understanding and being sensitive to organisational dynamics, culture and politics across and beyond the GLA and shaping our approach accordingly.
Level 2 indicators of effective performance
*Challenges unethical behaviour
*Uses understanding of the GLA’s complex partnership arrangements to deliver effectively
*Recognises how political changes and sensitivities impact on own and team’s work
*Is aware of the changing needs of Londoners, anticipating resulting changes for work agendas
*Follows the GLA’s position in the media and understands how it impacts on work
Communicating and Influencing
… is presenting information and arguments clearly and convincingly so that others see us as credible and articulate, and engage with us.
Level 2 indicators of effective performance
*Communicates openly and inclusively with internal and external stakeholders
*Clearly articulates the key points of an argument, both in verbal and written communication
*Persuades others, using evidence based knowledge, modifying approach to deliver message effectively
*Challenges the views of others in an open and constructive way
*Presents a credible and positive image both internally and externally
This is a politically restricted role under the Local Government and Housing Act 1989.
The GLA Competency Framework Guidelines further detailing each competency and the different level indicators can be found here: GLA Competency Framework
How to apply&n