Login to Apply

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

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 delivering programmes and projects in a complex and politically sensitive environment.

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.

Self-awareness, with an ability to recognise own strengths and weaknesses and develop them.

Excellent written and verbal communication skills. Evidence of success in preparing and presenting clear and concise reports and delivering briefings on complex and sensitive issues with demanding timescales.

An understanding of resilience, crisis management, contingency or emergency planning, risk management, or a related field.

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