Senior Development Manager

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LONDON BOROUGH OF LAMBETH

JOB DESCRIPTION

Job Title: Senior Development Manager (2 Posts) Cluster: Sustainable Growth & Opportunity Group: Regeneration and Housing Growth Team: Development Programme Grade: PO9 Responsible to: Assistant Director, Development Programme Responsible for: Development Manager and Assistant Development Manager

Main purpose of post

To lead a portfolio of real estate development and regeneration programmes and projects, leveraged

through assets owned by the Council (or in partnership with other landowners/agencies) and

delivered under contractual arrangements with the private or not for profit sector. The Senior

Development Manager will be responsible for management of a team to support the delivery of a

range of mixed use projects.

To lead major property development programmes and projects from feasibility stage, through

investment approval, site assembly, partners procurement, statutory approvals and on-site delivery

in order to generate a financial return and social value. The Senior Development Manager will be

required to have detailed understanding and experience to lead public sector procurement processes

and/or land disposal processes.

To ensure the development programmes and projects deliver measurable enhancements against

the outcomes of the Borough Plan such as housing and employment growth.

To lead partnership working within the SGO Directorate, other Directorate and with external partners

(developers, landowners Registered Providers and other key stakeholders) to maximise financial

and social value

To lead a comprehensive risk management approach.

Represent the service at public meetings and site visits to discuss regeneration proposals.

To undertake a key overall management function within the Development Programme team.

To take strategic responsibility for ensuring that the Council and its delivery partner(s) are working

together to deliver benefits against the council’s requirements to residents, and to ensure that

robust and inclusive community engagement is taking place.

Key Unit Accountabilities

1. To lead in managing major property regeneration and development projects, to deliver financial and social value.

2. Lead a team who use their specialist knowledge and skills around land assembly, partnership working, development management and funding streams to progress development projects.

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3. Take a lead role in negotiating strategic development deals and commissioning advice from expert financial, legal and technical advisors.

4. Be responsible for programme governance, project management, project monitoring and programme reporting of projects against key metrics (time, quality and cost)

5. Oversee and own all development financial viability appraisals and review on a regular basis to ensure development projects remain viable and achieve income targets.

6. Secure necessary funding and delivery arrangements which enable the timely delivery of projects and manage budgets associated with the project.

7. Manage the Risk Register for projects and programme and ensure that both risk and mitigation measures are identified and executed in a timely manner.

8. Working with internal and external partners to promote the identification of land assets which can contribute to the delivery of the Council’s housing and employment growth strategies.

9. Consult with the local community on property development projects, ensuring the delivery of high levels of participation across the Borough

10. Consult with senior officers, Members and external contacts on the full range of matters relating to the property development project.

11. Manage stakeholder expectations and respond to issues (including press enquiries, Members' enquiries, Freedom of Information Act requests, and formal complaints) in compliance with established timescales and procedures.

12. Take responsibility for ensuring that Council’s statutes and government legislation is upheld. This includes, amongst others; Management Compliance Charter, Environmental Policy, Data Protection Act, Race Equality Action Plan, Quality Assurance Plan, Health & Safety, Sustainable Construction and Recycling.

13. Take responsibility, appropriate to the post, for tackling racism and promoting good race, ethnic and community relations.

Dimensions

Staff Management responsibilities

• The role is responsible for the direction, support and development of a team.

• Direct line management responsibilities are as identified in the structure chart.

• The post holder will be required to manage staff and lead consultants commissioned in relation

to specific projects.

Budgetary responsibilities

• The role is responsible for the authorisation of transactions up to an approved limit prescribed

by scheme of delegations.

• The role is responsible for the effective financial management of any relevant budgets,

including procurement and income.

Other

• The post holder should be prepared to work outside of normal hours, including attending

evening meetings, and occasional weekend working.

• The post holder’s decision-making authority is determined by Council policy and procedures.

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PERSON SPECIFICATION SENIOR DEVELOPMENT MANAGER

Note: It is essential that in your written supporting statement you give evidence or examples of

your proven experience in each of the short-listing Criteria marked Application (A)

You should expect that all areas listed below will be assessed as part of the interview and

assessment process should you be shortlisted.

If you are applying under the two ticks scheme, you will need to give evidence or examples of your

proven experience in the areas marked with “Two Ticks” (✓✓) on the person specification when

you complete the application form.

Key Knowledge Shortlisting

Criteria

K1 A Degree level (or equivalent) qualification or equivalent professional

experience (at least 5 – 10 years) in a discipline linked to real estate

development and ideally with MRICS qualification

A ✓✓

K2 A sound and proven knowledge of mixed use real estate development,

the statutory planning regime, commercial appraisals and managing

commercial elements of a project to balance risk and optimise value.

A ✓✓

K3 A good understanding of the role of the private and public sector and

local authority process and structures in relation to major property

A

K3 Broad knowledge and awareness of current issues affecting

regeneration and the delivery of financial and social values in both the

commercial and residential markets.

Relevant Experience Shortlisting

Criteria

E1 Commercial acumen and experience leading complex property

development and regeneration projects in a development management or

real estate advisory capacity.

A ✓✓

E2 Experience of promoting and implementing place renewal through land

assembly, partners procurement and long-term investment strategies.

Ideally with experience of leading the procurement of or bidding for real

estate development opportunities via public sector frameworks e.g.

OJEU/panels etc

A ✓✓

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E3 Experience leading, motivating and managing multidisciplinary teams to

delivery complex development projects and positive outcomes through

internal and external partnerships

A ✓✓

E4 Experience of providing advice to Councillors, senior officers, partners

and local groups on major regeneration and development projects,

including presenting reports to Management Boards and other groups

and partnerships.

A

E5 Experience of budget management for development projects.

Core Behaviours

Focuses on People

Is about considering the people who our work affects, internally and

externally. It’s about treating people fairly and improving the lives of those

we impact. It’s about ensuring we have the right processes in place.

• Maintaining and developing staff by having one-to-ones, appraisals,

team meetings and training plans

• Empowering and supporting staff and being responsible for your

team

• Knowing your staff and emphasising with their issues

• Thinking about what you would like if you were the customer

• Being consistent and focussing on team building to achieve

excellence

• Creating an environment that staff can be creative

• Treating everyone with respect, equally and fairly

• Recruiting the best staff and providing quality learning opportunities

• Ensuring an effective induction program for new joiners and

returners

Takes Ownership

Is about being proactive and owning our personal objectives. It’s about

seizing opportunities, driving excellence, engaging with the council’s

objectives, and furthering our professional development.

• Having regular one-to-ones and conversations with your staff to

discuss how they doing and seek their feedback

• Engaging your staff in discussions about what’s required to deliver

and giving a sense of resource available

• Achieving buy-in from staff so they can truly own their work by

breaking down tasks into something achievable

• Working with your staff to provide creative development

opportunities including self-development

• Owning your budget and spend, ensuring your teams focus on

meeting outcomes

• Identify and owning opportunities for service development

A✓

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• Being courageous even when you don’t know the answer

Works Collaboratively

Is about helping each other, developing relationships, and understanding

other people’s roles. It’s about working together with colleagues, partners,

and customers to earn their respect, and get the best results.

• Ensuring all work with colleagues from across the council to reduce

silo working and get things done in the most informed and best way

• Encouraging staff to input to their objectives, then summarising goals

and monitoring via regular one-to-ones

• Building individual’s ideas into team work planning

• Seek to broaden the skill set of teams so that they can have

transferable skills and support across a range of teams

• Encouraging your staff to support each other where necessary to

complete tasks and meet objectives

• Promoting the development of skills and giving staff room and time

to develop

• Developing team morale and cohesiveness to help each member

feel valued and productive and to help the team to build good

working relationships

A✓

Communicates Effectively

Is about how we talk, write and engage with others. It’s about using simple,

clear, and open language to establish positive relationships with others. It’s

also about how you listen and make yourself open to conversation.

• Having regular, open conversations with people, clearly expressing

ideas and views, seeking and passing on customer and staff

feedback and suggestions

• Setting up open communication channels for two-way feedback

• Finding out and knowing your staff’s skills and strengths, listening to

what each other has to say and working as a team to deliver work

• Making time for regular catch ups, team meetings and one-to-ones

to give and receive information

• Thinking carefully about avoiding jargon both internally and

externally

Focuses on Results

Is about ambition and achievement. It’s about orienting ourselves towards

the end product and considering the effect of our service. It’s about making

the right impact, having the right result and changing things for the better

• Being ambitious, knowing the bigger picture of borough improvement

• Ensuring teams are clear about the outcomes and objectives of the

Council and show a clear link between what they do and how it

makes an impact on the customer

• Listening to staff after asking questions on how to improve service

while considering costs

• Setting clear objectives and targets, ensuring they are SMART and

measurable and linked to business plans

A✓

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• Working with staff to make sure they have the right resources, tools

and support to achieve their objectives

• Helping staff stay motivated by finding learning opportunities for

development and making them feel valued

• Looking at any barriers or obstacles to work, review what is slowing

down our progress

• Exploring ways to improve the way things are currently done

ensuring we maximise our resources

• Meeting regularly with staff to ensure work is on track and focussed

on objectives and tasks

16th March 2021.