London Resilience Manager - Governance Assurance and Partnerships
Posted 2 days 15 hours ago by Greater London Authority
Permanent
Full Time
Other
London, United Kingdom
Job Description
London Resilience Manager - Governance Assurance and Partnerships Key information Salary: £64,690 per annum (plus on call allowance)
Strategy and Communications sits at the centre of the organisation, bringing together bringing together teams working across the organisation to help deliver the Mayor's priorities for London. The work of the directorate includes delivery of major events, public affairs campaigns research and analysis, and preparing for the challenges and emergencies that London may face. We particularly encourage applications from people in groups currently underrepresented in our workforce.
About the team London is a complex, diverse and constantly changing city. Making it more resilient means understanding the risks we face, strengthening our ability to prepare for and respond to emergencies, and learning and adapting as circumstances change.
The London Resilience Unit works with organisations and communities across the capital to make that happen. We support the London Resilience Forum, bringing together emergency services, local and national government, infrastructure providers, businesses, voluntary and community organisations and others.
About the role How do you bring together organisations with different priorities, responsibilities, perspectives and cultures to make a city more resilient?
We're looking for a Resilience Manager to help us answer that and shape the future of London's resilience partnership.
This is an opportunity to play a leading role in developing how London's public, private and voluntary organisations work together to prepare for emergencies and deliver the London Resilience Strategy.
You'll help to lead governance and assurance arrangements across the London Resilience Forum, where responsibilities for London's resilience are shared.
This role is about more than organising meetings or maintaining established processes. Working closely with senior leaders across London, you'll help turn strategic ambitions into practical action. You'll have the opportunity to introduce new approaches and strengthen existing connections between organisations, sectors and communities.
The skills needed for success in this role can be developed in many different settings.
An understanding of governance, public policy, legislation or emergency preparedness would be valuable, but we don't expect everyone to have followed the same professional route. We're particularly interested in people who bring fresh perspectives, transferable skills and an appetite for working collaboratively.
What your day will look like Shaping Governance and Strategy
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.
Level 3 indicators of effective performance
Works with a view to the future, prioritising own and others' work in line with GLA objectives
Briefs and prepares team to accomplish goals and objectives
Communicates the GLA's strategic priorities in a compelling and convincing manner, encouraging buy-in
Balances own team's needs with wider organisational needs
Identifies synergies between team priorities and other relevant agendas
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
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 takes action
Fosters an environment where others feel respected
Identifies opportunities for joint working to minimise duplication and deliver shared goals
Managing and Developing Performance
is setting high standards for oneself and others, guiding, motivating and developing them, to achieve high performance and meet the GLA's objectives and statutory obligations.
Level 3 indicators of effective performance
Motivates and inspires others to perform to their best, recognising and valuing their work and encouraging them to learn and reflect
Sets clear direction and expectations and enables others to interpret competing priorities
Agrees and monitors challenging, achievable performance objectives in line with GLA priorities
Manages performance issues effectively to avoid adverse impact on team morale and performance
Promotes a positive team culture that respects diversity and deals with barriers to inclusion
Problem Solving
is analysing and interpreting situations from a variety of viewpoints and finding creative, workable and timely solutions.
Level 2 indicators of effective performance
Processes and distils a variety of information to understand a problem fully
Proposes options for solutions to presented problems
Builds on the ideas of others to encourage creative problem solving
Thinks laterally about own work, considering different ways to approach problems
Seeks the opinions and experiences of others to understand different approaches to problem solving
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
The GLA Competency Framework Guidelines further detailing each competency and the different level indicators can be found here : GLA Competency Framework
This role is based at Palestra House, 197 Blackfriars Rd, London SE1 8NJ.
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 7 th December 2026
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.
. click apply for full job details
Strategy and Communications sits at the centre of the organisation, bringing together bringing together teams working across the organisation to help deliver the Mayor's priorities for London. The work of the directorate includes delivery of major events, public affairs campaigns research and analysis, and preparing for the challenges and emergencies that London may face. We particularly encourage applications from people in groups currently underrepresented in our workforce.
About the team London is a complex, diverse and constantly changing city. Making it more resilient means understanding the risks we face, strengthening our ability to prepare for and respond to emergencies, and learning and adapting as circumstances change.
The London Resilience Unit works with organisations and communities across the capital to make that happen. We support the London Resilience Forum, bringing together emergency services, local and national government, infrastructure providers, businesses, voluntary and community organisations and others.
About the role How do you bring together organisations with different priorities, responsibilities, perspectives and cultures to make a city more resilient?
We're looking for a Resilience Manager to help us answer that and shape the future of London's resilience partnership.
This is an opportunity to play a leading role in developing how London's public, private and voluntary organisations work together to prepare for emergencies and deliver the London Resilience Strategy.
You'll help to lead governance and assurance arrangements across the London Resilience Forum, where responsibilities for London's resilience are shared.
This role is about more than organising meetings or maintaining established processes. Working closely with senior leaders across London, you'll help turn strategic ambitions into practical action. You'll have the opportunity to introduce new approaches and strengthen existing connections between organisations, sectors and communities.
The skills needed for success in this role can be developed in many different settings.
An understanding of governance, public policy, legislation or emergency preparedness would be valuable, but we don't expect everyone to have followed the same professional route. We're particularly interested in people who bring fresh perspectives, transferable skills and an appetite for working collaboratively.
What your day will look like Shaping Governance and Strategy
- Working with partners to create the conditions for the London Resilience Forum to take effective decisions, provide constructive challenge and maintain accountability.
- Identifying opportunities to improve how the partnership works, to make governance more purposeful, inclusive and focused on outcomes.
- Supporting development and delivery of the London Resilience Strategy, connecting priorities, activities and resources to bring the changes we want to achieve.
- Building relationships across and beyond London's resilience partnership, to ensure opportunities for diverse voices to have a role in shaping resilience governance.
- Convening and facilitating discussions between people and organisations to navigate complexity, build understanding and agree collective action.
- Strengthening connections between London's regional partnership organisations and with 33 Borough Resilience Forums, recognising the importance of local knowledge and place-based approaches.
- Helping the resilience partnership to understand how well its arrangements and capabilities work, where there are gaps and what needs to improve.
- Encouraging curiosity and reflection to find practical ways to improve resilience through good practice.
- Can see the bigger picture. You're comfortable with complex or ambiguous challenges, working across organisational boundaries, and turning strategic ambitions into practical action.
- Bring people together. You build trusted relationships, listen to different perspectives and can help people find common ground.
- Help things work better. You question established approaches constructively, identify opportunities for improvement and help turn ideas into meaningful change.
- Lead inclusively. You understand the value of diverse perspectives, and support the development and wellbeing of others to create conditions for people and teams to work effectively.
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.
Level 3 indicators of effective performance
Works with a view to the future, prioritising own and others' work in line with GLA objectives
Briefs and prepares team to accomplish goals and objectives
Communicates the GLA's strategic priorities in a compelling and convincing manner, encouraging buy-in
Balances own team's needs with wider organisational needs
Identifies synergies between team priorities and other relevant agendas
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
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 takes action
Fosters an environment where others feel respected
Identifies opportunities for joint working to minimise duplication and deliver shared goals
Managing and Developing Performance
is setting high standards for oneself and others, guiding, motivating and developing them, to achieve high performance and meet the GLA's objectives and statutory obligations.
Level 3 indicators of effective performance
Motivates and inspires others to perform to their best, recognising and valuing their work and encouraging them to learn and reflect
Sets clear direction and expectations and enables others to interpret competing priorities
Agrees and monitors challenging, achievable performance objectives in line with GLA priorities
Manages performance issues effectively to avoid adverse impact on team morale and performance
Promotes a positive team culture that respects diversity and deals with barriers to inclusion
Problem Solving
is analysing and interpreting situations from a variety of viewpoints and finding creative, workable and timely solutions.
Level 2 indicators of effective performance
Processes and distils a variety of information to understand a problem fully
Proposes options for solutions to presented problems
Builds on the ideas of others to encourage creative problem solving
Thinks laterally about own work, considering different ways to approach problems
Seeks the opinions and experiences of others to understand different approaches to problem solving
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
The GLA Competency Framework Guidelines further detailing each competency and the different level indicators can be found here : GLA Competency Framework
This role is based at Palestra House, 197 Blackfriars Rd, London SE1 8NJ.
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 7 th December 2026
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.
. click apply for full job details