To find out more about the Infrastructure Coordination Service and what it is like to work in the team, we encourage prospective applicants to visit our team microsite: GLA's Infrastructure Coordination Service: New Roles. The microsite provides an overview of the team’s work, current priorities and impact, as well as details of two online information webinars where you can hear more about the roles and ask questions directly to members of the team.

If you have any questions about the recruitment process, contact the glaopdcrecruitment@tfl.gov.uk who support the GLA with recruitment.

Assessment process

Once you have submitted an application, your details will be reviewed by a panel.

If shortlisted, you’ll be invited to an interview/assessment.

The interview/assessment date is: week commencing 26th October 2026.

Additional Information

Please note, all candidates will need to confirm that the information provided in this application form is true and correct. Should a candidate deliberately give false information, including the use of AI software, they understand that this would disqualify them from consideration.

Successful candidates must undergo a criminal record (DBS) check but some roles may require additional security screening.

Secondment Opportunity

If you are a GLA employee applying for an internal fixed-term position, as an internal secondment opportunity, you must ensure you satisfy the following secondment policy criteria listed below before applying:

• On a permanent contract or a fixed term contract where the time left on the contract at the point at which you apply for secondment is longer than the secondment period;
• Successfully completed your probation period and are performing to the required standard for your current role; and
• At least 18 months service with the GLA

If you do meet the criteria listed above, you will need to complete the Approval for secondment application form and gain line manager approval, before emailing the fully completed form to the Resourcing Assistant who is managing the vacancy. This form must be received by the closing date of the vacancy. Failure to provide this form will mean your application cannot be progressed.

If you are unable to satisfy all of the criteria, unfortunately, you are not eligible to apply for this vacancy as an internal secondment. For further information, please see Secondment Policy and Procedure.

IMPORTANT: If you are a current GLA employee on a fixed-term contract, which is due to end BEFORE the end date of this vacancy, you DO NOT NEED to complete the Approval for secondment application form as it is not a secondment.

If you are successful in securing this secondment opportunity, you will need to be released from your existing role, so please ensure that you make your line manager aware of your application.

Requirements

Skills, knowledge and experience

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

• Degree-level qualification or equivalent professional experience in engineering, infrastructure, development, planning, construction or a related field.
• Experience of successfully managing complex projects or programmes, including planning activities, managing stakeholders, monitoring delivery and achieving outcomes within agreed timescales and budgets.
• Experience of working with multiple stakeholders and building effective partnerships across public and/or private sector organisations.
• Knowledge of infrastructure and utility networks, with an understanding of how utility connection processes, infrastructure constraints and related stakeholder interactions can affect development delivery.
• Strong analytical skills, with experience of gathering, interpreting and presenting data and evidence to support decision-making, performance monitoring and continuous improvement.
• Excellent written and verbal communication skills, including producing high-quality reports, presentations, briefings and visual materials for a range of audiences, including senior stakeholders.

Behavioural Competencies

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

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. Level 3 indicators of effective performance

• Expands networks to gain new information sources for research and policy development
• Identifies and implements methods to ensure intelligence is of a high quality
• Encourages others to analyse data from different angles, using multiple perspectives to identify connections and new insights
• Tailors research investment in line with likely impact for Londoners and policy priorities
• Retains a bigger picture view, ensuring research recommendations are appropriate and practical for the GLA and its stakeholders

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 2 indicators of effective performance:

• Prioritises work in line with key team or project deliverables
• Makes contingency plans to account for changing work priorities, deadlines and milestones
• Identifies and consults with sponsors or stakeholders in planning work
• Pays close attention to detail, ensuring team’s work is delivered to a high standard
• Negotiates realistic timescales for work delivery, ensuring team deliverables can be met

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 3 indicators of effective performance:

• Encourages and supports teams in engaging in transparent and inclusive communication
• Influences others and gains buy-in using compelling, well-thought-through arguments
• Negotiates effectively to deliver GLA priorities
• Synthesises the complex viewpoints of others, recognises where compromise is necessary and brokers agreement
• Advocates positively for the GLA both within and outside the organisation

Building and Managing Relationships

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