Deputy Director of London Resilience Greater London Authority 3 197 Blackfriars Road, London

Strategy and Communications

Strategy and Communications sits at the centre of the organisation, bringing together several teams with organisation-wide remits and mutual collaboration opportunities.

The work of the directorate’s teams includes delivery of major events, designing and leading public affairs or marketing campaigns, providing data, evidence and analysis, and making sure London’s key agencies plan for, and can respond to emerging threats or emergencies in our city.

About the team

Resilience is central to how we think about and shape our city. London has survived and prospered because of its capacity to withstand external shocks, its ability to adapt to change and the strength of Londoners to respond to upheaval. Today, London is faced with a unique set of threats and challenges that are evolving at pace.

The London Resilience Unit is at the heart of responding to those challenges; working with over 170 organisations we deliver and coordinate resilience services across the capital on behalf of the Mayor of London and Local Authorities.

We support the work of London’s key agencies in assessing risks, working to reduce the likelihood or impact of those risks and, where risk can’t be eliminated, preparing arrangements to respond, recover and learn from emergencies.

This exciting opportunity is a crucial role within the strategic leadership of the London Resilience Unit; an opportunity to play a leading part in ensuring London is resilient to acute emergencies and chronic stresses.

About the role

We are seeking an experienced, inclusive leader to oversee the work of three teams within the unit and ensure delivery against their missions:

• Strategy, prevention, long term and community resilience – to think beyond immediate priorities, integrate resilience and support effective community resilience.
• Partnerships, governance and assurance – to ensure an effective London resilience partnership to prepare for, respond to and recover from emergencies.
• Counter Terrorism Preparedness Network – to bring together international experts to influence and develop the multi-agency arrangements of cities in preparing for, responding to, and recovering from terrorism.

As a member of the senior leadership team, you will play a principal role in the leadership of the whole unit.

You will have a proven track record in successfully delivering programmes and projects in a complex and politically sensitive environment and have excellent stakeholder management skills. You will have an understanding of resilience, crisis management, contingency or emergency planning, risk management, or a related field.

This job offers an excellent combination of service delivery, policy work and emergency response. The job will involve working unsociable hours from time to time as well as being part of an on-call rota, and qualifies for an on-call allowance.

The post holder must be willing to undergo National Security Vetting processes to the level of Security Cleared. This process requires the post holder to have been resident in the UK for a minimum of the last five years. Individuals will not be expected to hold existing National Security Vetting in order to apply for the post.

This role is based at Palestra House, 197 Blackfriars Road, London SE1 8NJ with travel sometimes required to City Hall and other locations.

Skills, knowledge and experience

To be considered for the role please set out clearly how you meet the following essential criteria:

• A track record in developing inclusive, high-performing teams that harness the benefits of diversity; inspiring, motivating and empowering your teams to perform despite challenges.
• Evidence of success in preparing and presenting clear and concise reports and delivering briefings on complex and sensitive issues with demanding timescales.
• Excellent stakeholder management skills, and evidence of building and nurturing relationships with, and influencing, senior stakeholders and partners across professional and organisational boundaries.
• Evidence of demonstrating resilience and flexibility in the face of challenges, and the ability to thrive under pressure, maintaining high standards and inclusive behaviours even when operating under stress, time pressure or ambiguity.

Person Specification

Technical Requirements

Behavioural Competencies

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 4 indicators of effective performance

• Identifies and engages a diverse range of influential contacts within stakeholder and community groups, and partner organisations
• Builds alliances to establish mutually beneficial working arrangements, openly sharing knowledge and insights
• Actively challenges and addresses ‘silo attitudes’ to encourage effective relationship-building inside and outside the GLA
• Understands the complexities of political dynamics and uses this to manage relationships and resolve conflict effectively
• Identifies clear win-win situations with external partners

Stakeholder focus
… is consulting with, listening to and understanding the needs of those upon whom our work has an impact; and is using this knowledge to shape what we do and manage others’ expectations.
Level 4 indicators of effective performance

• Adapts objectives and the GLA’s public-facing position based on the context behind stakeholder needs and requests
• Builds the GLA’s reputation as an organisation committed to meeting the needs of Londoners
• Manages partner organisations’ and Londoners’ expectations of the GLA by anticipating and influencing changing priorities
• Instils a culture that encourages GLA staff to think about meeting Londoners’ needs first
• Builds the confidence of staff, partner organisations and Londoners by ensuring the GLA delivers quality 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.

• Articulates self with credibility and conviction, encouraging buy-in to corporate position
• Influences the thinking of other organisations, encouraging them to deliver with the GLA
• Ensures that the organisation communicates inclusively with staff and external stakeholders
• Acts as a credible and convincing spokesperson and negotiator for the GLA
• Instils a corporate commitment to accessible communication

Strategic thinking
…is using an understanding of the bigger picture to uncover potential challenges and opportunities for the long term and turning these into a compelling vision for action.

• Develops a positive and compelling vision of London’s future potential, demonstrating confidence in the strategic direction of the GLA
• Translates an understanding of the complex and diverse threats and issues facing London and Londoners into positive action
• Proactively involves a diverse range of partners in strategic thinking, incorporating their views into plans and working with them to align strategic priorities
• Sets organisational priorities by identifying where time and investment is needed most
• Generates and leads strategic initiatives that reflect the GLA’s position as a regional authority

Managing and developing performance
… is setting high standards for oneself and others, and guiding, motivating and developing them, to achieve high performance and meet the GLA’s objectives and statutory obligations.

• Creates an organisation that learns from experience and proactively drives an inclusive culture
• Sets clear organisational objectives, cascading challenging yet achievable deliverables to directorates
• Identifies strategic level performance indicators and communicates these clearly
• Leads and sets an example for desired behaviour and performance for GLA staff
• Instils a culture of high performance and outstanding results where staff are encouraged to perform to their best

Decision-making
… is forming sound, evidence-based judgements, making choices, assessing risks to delivery, and taking accountability for results.

• Makes difficult decisions for the long-term benefit of the organisation
• Presents and instils confidence in strategic decision-making
• Consults a diverse range of stakeholders early in critical organisation-wide decisions
• Stands by the decisions and actions of the GLA
• Accepts and promotes accountability for the GLA’s decision-making
• Ensures the organisation balances effective risk management with the need for timely actions

Responding to pressure and change
… is being flexible and adapting positively, to sustain performance when the situation changes, the workload increases, tensions rise or priorities shift.

• Demonstrates resilience in the face of challenge from staff, media and partner organisations
• Promotes the GLA as a flexible organisation, responding to the changing needs of Londoners
• Shows positivity in the face of external pressure, minimising negative impact
• Drives a culture of continuous improvement
• Sets the direction for organisational development and ensures effective communication of change initiatives

If you would like to apply for the role you must submit the following:

• Personal statement with a maximum of 1500 words. Please ensure you address how you demonstrate the essential criteria as outlined in the advert above.

• Up to date CV.

Please ensure your CV and Personal Statement have a maximum file size of 1.5MB each and upload your Personal Statement to the ‘Additional Documents’ section of the form, ensuring you address the technical requirements and competencies in your Personal Statement.

Word or PDF format preferred and do not include any photographs or images. Please ensure your CV and Personal Statement are saved with the job reference number as part of the naming convention (E.g. “CV – applicant name – 012345)

The GLA Competency Framework Guidelines further detailing each competency and the different level indicators can be found here: GLA competency framework

If you have questions about the role

If you wish to talk to someone about the role, Katherine Richardson, Director of London Resilience would be happy to speak to you. Please contact them at [Katherine.richardson@london.gov.uk].

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: 15 January 2025

Equality, diversity and inclusion

London’s diversity is its biggest asset, and we strive to ensure our workforce reflects London’s diversity at all levels. We welcome applications from everyone regardless of age, gender, gender identity, gender expression, ethnicity, sexual orientation, faith or disability.

We particularly encourage applications from Black, Asian and Minority ethnic candidates and disabled candidates who are currently underrepresented in our workforce.

We are committed to being an inclusive employer and we are happy to consider flexible working arrangements. We would welcome applications from candidates who are seeking part time work as this role is open to job share.

Please note we are a Disability Confident Employer so for candidates who wish to be considered under the scheme and meet the essential criteria, they will automatically be invited to interview. Please note, should you require any adjustments through the process, we will accommodate as much as possible. Please contact the recruitment team for further information if required.

Benefits

In addition to a good salary package, you will be paid every four weeks, providing frequent salary payments. We also offer an attractive range of benefits including 30 days’ annual leave, interest free season ticket loan, interest free bicycle loan and a career average pension scheme.

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.