The role of Portfolio and Governance Manager will involve working with our delivery teams, programmes teams and policy team to support and enable everyone in the directorate to deliver effectively, consistently, and within GLA governance procedures. We are looking for someone who combines excellent data analysis and manipulation skills with strong reporting, communicating and influencing skills.

The Portfolio and Governance Manager will be responsible for supporting oversight of processes, programme management, and governance across the directorate. They will ensure alignment, consistency, and efficiency in project and programme management practices. Through high quality data analysis and reporting, the Portfolio and Governance Manager will provide strategic level oversight and reporting across multi-disciplinary projects and programmes to senior staff, and internal and external stakeholders. The Portfolio and Governance Manager will also support the Senior Programme Co-ordinator in the delivery of coherent and consistent budget, risk and performance management at a directorate level.

This role provides a unique opportunity to lead on data analysis and reporting at across multiple large programmes, whilst also building relationships and working collaboratively with project leads and other senior stakeholders across the wider directorate and organisation.

Key Areas of Responsibility include:

• Lead on performance reporting on behalf of the directorate using project management and data analysis tools such as Asana, MS Excel and Power BI.
• Develop and maintain processes and dashboards to provide high quality programme management support and portfolio assurance.
• Develop and implement standardised governance procedures to support effective programme delivery and decision making.
• Monitoring programme and portfolio-level risks and issues, ensuring robust risk management approaches are in place.
• Provide directorate management and monitoring of expenditure against programme and project budgets ensuring that the directorate expenditure forecasts remain in line with centrally agreed budgets for the current year and programme period.
• Support the Land and Development team with GLAP programme management and reporting activities.
• Support the directorate’s EDI programme through high quality data analysis and performance reporting.

No two days are the same, but will likely include:

• Building relationships and collaborating with project leads to provide clear and accurate progress and performance updates, including the drafting of supporting narrative where appropriate.
• Developing bespoke reports and management information to support delivery of the directorate’s programmes and portfolio through the advanced use of data analysis tools such as Jaspersoft, PowerBI, Excel and other data management systems.
• Driving delivery and providing assurance to increase performance by tracking programme progress against targets, budgets, milestones, and KPIs.
• Providing ad-hoc support to project leads and other stakeholders with regards to programme and performance related queries, or data analysis or reporting requests.

Staff at the GLA are working in our offices 2-3 days per week and GLA leaders need to be accessible and visible to their teams. A good balance of time spent working remotely, in the office together with colleagues and with partners across London is an important aspect of the role. We promote flexible approaches to working and try to ensure an inclusive and supportive environment that enables our staff to be successful. This may include reasonable adjustments or other flexibilities around working hours and locations.

Skills, knowledge and experience

To be considered for the role you must meet the following essential criteria:

• A thorough knowledge of portfolio, programme and project management, and supporting governance and control techniques, including project planning and appraisal, financial and performance analysis and management, risk management, issue resolution and evaluation.
• Proven experience of setting up and managing performance monitoring systems and processes for large scale projects and programmes.
• Proven expertise and experience in the use of data analysis software such as Jaspersoft, Power BI or MS Excel.
• Building and Managing Relationships (GLA behavioural competency level 2)
• Problem Solving (GLA behavioural competency level 3)
• Research and Analysis (GLA behavioural competency level 2)

Behavioural competencies

Building and Managing Relationships
.. is developing rapport and working effectively with a diverse range of people, sharing knowledge and skills to deliver shared goals.

Why is it important?
Having good working relationships with colleagues, and effective alliances with external partners, will help create an organisation people want to work with, enabling more effective delivery of the organisation’s strategic priorities.

Level 2 indicators of effective performance 

• Develops new professional relationships
• Understands the needs of others, the constraints they face and the levers to their engagement
• Understands differences, anticipates areas of conflict and takes action
• Fosters an environment where others feel respected
• Identifies opportunities for joint working to minimise duplication and deliver shared goals

Communicating and Influencing
…. is presenting information and arguments clearly and convincingly so that others see us as credible and articulate and engage with us.

Why is it important?
So that we can effectively engage our diverse audience – colleagues, external partners and Londoners – and ensure they understand, respond to what we do and help us to deliver.

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

Problem Solving
… is analysing and interpreting situations from a variety of viewpoints and finding creative, workable and timely solutions.

Why is it important?
Our work involves breaking new ground. We need to understand the challenges the GLA, the GLA Group and other partners face; and respond innovatively with new ideas and ways of working together.

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

​​​​​​​Research and Analysis
… is gathering intelligence (information, opinion and data) from varied sources, making sense of it, testing its validity and drawing conclusions that can lead to practical benefits.

Why is it important?
The GLA has a strong reputation as a hub for London-related research. Quality information and insight will help us develop and substantiate robust policy and decisions, which will lead to tangible benefits for Londoners.

Level 2 indicators of effective performance 

• Proactively seeks new information sources to progress research agendas and address gaps in knowledge
• Grasps limitations of or assumptions behind data sources, disregarding those that lack quality
• Analyses and integrates qualitative and quantitative data to find new insights
• Translates research outcomes into concise, meaningful reports
• Identifies relevant and practical research questions for the future