About the role
London Elects is the GLA team that organises the election of the Mayor of London, the 14 Constituency London Assembly Members, and the 11 London-wide Assembly Members every four years. The next elections are scheduled for Thursday 4 May 2028.
Although part of the GLA, London Elects is operationally independent. It works directly for the Greater London Returning Officer - who is also the GLA Chief Officer - and has a separate budget and reporting lines from other GLA staff. The Deputy Greater London Returning Officer - a member of the GLAs senior leadership team is responsible for London Elects.
The scale and complexity of these elections are unique: three ballot papers (and two different voting systems) for an electorate of nearly six million people across 32 boroughs and the City of London. Votes may be counted manually (as was the case in 2024) or electronically (as was the case for previous elections). Either option requires very close partnership working with Constituency and Borough Returning Officers and their electoral teams in each borough. Consideration also needs to be given to the possibility that a UK General Election could be held on the same day - with potentially no more than six weeks notice given by the government.
Thats why were looking for a Head of Elections with experience of managing elections, ideally in London. You will be responsible for ensuring that mayoral and assembly candidates are supported through the nominations process that concludes in March 2028, that boroughs have the support they need on polling day; and that accurate, timely election results are delivered within the performance framework required by the Electoral Commission.
This post is fixed term and is available as a secondment or a job-share.
Principal accountabilities
1.Lead the development, management, monitoring and delivery of the Mayor of London and London Assembly elections (and/or any by-election), managing budgets and leading staff allocated directly to the London Elects team or through matrix working
2.Establish, develop and maintain good working relationships within and outside the Authority including with London borough elections teams, in order to ensure that the elections are delivered successfully.
3.Provide efficient and effective management and delivery of the election in accordance with legislation and best practice. Act as the key go-to person for elections matters as they arise.
4.Develop and maintain arrangements to achieve and demonstrate achievement of compliance with the Electoral Commission performance standards to ensure the effective delivery of the election
5.Prepare and implement a project plan and detailed workstream programme to ensure compliance with the statutory delivery of the election, monitoring strategies and oversee delivery of work arising from this, ensuring that milestone targets are met and remedial actions implemented for any problems identified.
6.Co-ordinate, prepare papers for and minute meetings of the GLA Elections Working Group and any sub-groups.
7.Oversee successful and timely procurement of goods and/or services relating to the election.
8.Maintain an awareness of legislative and policy changes relating to elections; and establish and maintain communications with Government departments, London boroughs, and other organisations, providing guidance and advice on election rules.
9.Undertake any other duties as may be allocated from time to time by the Greater London Returning Officer and Deputy Greater London Returning Officer, including deputising as and when required.
Person specification
Technical requirements/experience/qualifications
1.Experience in managing large multi-million pound programmes and/or projects in a public sector organisation.
2.Excellent understanding of and commitment to the GLAs role and its relationship with London boroughs.
3.An excellent understanding of election management, or evidence of quickly being able to build up expertise in a new and complex policy area.
Behavioural competencies
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, 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
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
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
Decision Making
is forming sound, evidence-based judgements, making choices, assessing risks to delivery, and taking accountability for results.
Level 3 indicators of effective performance:
- Makes sound decisions quickly on behalf of the GLA when a situation requires intervention
- Takes responsibility for team decisions, providing rationale when those decisions are questioned
- Involves senior stakeholders early in decisions that impact them
- Analyses organisational risks associated with decisions, including those with long term impacts, before committing to action
- Encourages others in the team to make decisions in their own area of expertise, take appropriate risks and learn from experience
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