Resilience Programme Manager - Trailblazer Programme

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, leading cross-organisational programmes, to making sure we plan for and can respond to emerging events or emergencies in our city. We particularly encourage applications from individuals from groups currently underrepresented in our workforce.

About the team

London Resilience Unit supports 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.

About the role

This is a key management and leadership role at the centre of innovation in how London prepares for emergencies. It will suit someone who takes pride in delivering complex, high-impact projects in a multi-agency environment.

The Trailblazer Programme is a one-year, externally funded initiative (with potential for extension to be agreed) focused on embedding improvements in leadership, accountability and integration across London’s resilience system. The programme will support the delivery of our 2025 London resilience strategy and bring together learning from the Covid-19 and Grenfell Tower inquiry recommendations to improve London’s resilience.

As Resilience Manager (Trailblazers) you will lead the coordination of this project, overseeing planning, management, governance reporting and risk management. You will be responsible for ensuring projects within the programme align with and deliver against our strategic and funding requirements, and that the programme delivers measurable value for both funders and Londoners.

You will lead relevant officers within London Resilience Unit, GLA and external stakeholders (including emergency services, local and national government, community sector organisations and others). You will report to the Head of Governance, Assurance and Partnerships team, but be required to work right across London Resilience Unit.

We're looking for someone who can bring clarity and structure to complex delivery and who is confident in managing internal and external relationships, navigating governance structures and driving progress. Experience of supporting multi-agency working is essential, and experience of working in resilience or a related sector would be advantageous though not essential.

What your day will look like

Project Management and Delivery

• Act as the focal point for the delivery of all Trailblazer activity, ensuring coherence of delivery strands and alignment with wider resilience activity.

• Maintain oversight of project scheduling and controls to ensure delivery against milestones, management of interdependencies and budget controls.

• Use tools such as earned value analysis, risk registers and benefits realisation to support project performance and evaluation.

Stakeholder Management and Engagement

• Coordinate engagement with internal and external stakeholders, facilitating collaborative working and resolving problems.
• Manage directly, or liaise with contract managers, to oversee the management of contracted services to ensure project timescale and budget criteria are met.

Reporting, Evaluation and Learning

• Prepare and deliver clear, concise reports on project performance to senior management and stakeholders to influence decision making.
• Monitor and report on project benefits to support evaluation and sustainability of project. Contribute to wider learning and improvement work across London Resilience Unit.

The nature of London Resilience Unit’s work is that incidents can occur which require rapid alteration of planned priorities. This role is not expected to participate in the on-call arrangements but from time to time may be expected to provide support appropriate to grade and skills to the rest of the team, should that be required or as delegated by the line manager.

Skills, knowledge and experience

You will thrive in this role if you:

1. Have experience in developing a programmatic approach in challenging circumstances ideally in a public sector or multi-agency context.

1. Have experience in identifying, analysing and mitigating risks to work programmes and using both waterfall and agile project methodologies.

1. Have strong communication and influencing skills, with the ability to engage and align stakeholders to ensure collaborative working toward shared objectives.

1. Have a track record in leading and influencing across teams without direct line management: understanding how to create inclusive, high-performing teams that harness the benefits of diversity.

Relevant Competency Areas

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

Organisational Awareness
… is understanding and being sensitive to organisational dynamics, culture and politics across and beyond the GLA and shaping our approach accordingly.

Level 3 indicators of effective performance

• Uses understanding of differences between the GLA and its partners to improve working relationships
• Helps other understand the GLA and the complex environment in which it operates
• Translates changing political agendas into tangible actions
• Considers the diverse needs of Londoners in formulating GLA objectives
• Helps others understand how the media and external perceptions of the GLA influence work

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

Building & 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

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

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

Responsible use of Resources

…is taking personal responsibility for using and managing resources effectively, efficiently and sustainable

Level 3 indicators of effective performance

• Allocates financial and people resources efficiently to maximise value for team and wider organisation
• Thinks in terms of maximum efficiency when planning resource allocation
• Implements good practice on efficient use of resources
• Monitors financial performance and efficiency of own team, ensuring delivery of work within budget
• Negotiates and manages contracts responsibly across a diverse supplier base

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 2 indicators of effective performance

• Proactively seeks new information sources to progress research agendas and address gaps in knowledge
• Grasps limitations of or assumptions behind data sources, disregarding those that lack quality
• Analyses and integrates qualitative and quantitative data to find new insights
• Translates research outcomes into concise, meaningful reports
• Identifies relevant and practical research questions for the future

Responding to Pressure and Change

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

Level 2 indicators of effective performance

• Maintains a focus on key priorities and deliverables, staying resilient in the face of pressure
• Anticipates and adapts flexibly to changing requirements
• Uses challenges as an opportunity to learn and improve
• Participates fully and encourages others to engage in change initiatives
• Manages team’s well-being, supporting them to cope with pressure and change

About The Role

For an informal conversation about the role please contact matt.hogan@london.gov.uk

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

How to apply

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

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

Please ensure your CV and Personal Statement have a maximum file size of 1.5MB each and upload your Personal Statement to the ‘CV and Cover Letters’ 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)

As part of GLA’s continuing commitment to be an inclusive and equal opportunity employer we will be removing personal identifiable information from CVs and Personal Statements that could cause discrimination.

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

Assessment process

After submission, your expression of interest and CV will be reviewed by a panel.

If shortlisted you’ll be invited to an interview, with exact details to be confirmed to shortlisted candidates. The expectation is that the successful candidate will join the team shortly after.

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.

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.

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.

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.

More Support

If you have a disability which makes submitting an online application form difficult, please contact resourcingteam@london.gov.uk.