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London Risk and Resilience Communications Coordinator
4 months ago
About the role
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.
The London Resilience Unit
As a global city with an open economy, London is exposed to continual international, regional and local change. The risks we face are also changing. COVID-19 put unprecedented pressures on health and welfare systems in London, and also revealed deep inequalities that put some Londoners at greater risk than others. Climate change is making risks like heatwaves and flooding more frequent and severe. Conflict in other countries also affects us, for example the impact of the war in Ukraine on energy and food prices. The Grenfell Fire, the Manchester Arena bombing and the terror attack on London Bridge in 2017 are examples of recent incidents that have tested London’s resilience.
The London Resilience Unit works to ensure that London continues to thrive and prosper in the face of the difficulties and risks that we face. We are constantly improving how we respond to emergencies, and we are working to prevent risks from becoming disasters in the first place. We aim to create a London where everyone can be engaged, empowered, and connected with their communities, supporting each other in their daily lives as well as during disruption and disaster.
The risks we face show us that there is a need for excellent communications to raise awareness of risk, help people, organisations, and communities prepare, warn about coming emergencies, and provide vital information during crises. We know that some organisations do this well, but there is a need to share lessons and good practice so that we improve the performance of resilience partners across London in communicating about risk and resilience. Our new London Risk and Resilience Communications Coordinator will help strengthen partnership resilience communications activity through collecting and sharing good practice, mapping opportunities, gathering evidence, and producing relevant tools and resources.
Principal accountabilities
The London Risk and Resilience Communications Coordinator will be responsible for the following main accountabilities:
assess effectiveness of previous risk and resilience communications campaigns and develop framework for assessing effectiveness of future campaigns, including the relationship between communications and behaviour change map the capacity of resilience partners for effective communications across a range of civil contingencies risks including natural hazards, industrial accidents, and malicious threats. coordinate across multiple partners (sectors and geographies) on effective risk communication, alignment of communications priorities, and sharing of good practice. work with the London Communities Emergencies Partnership (LCEP) to promote communication and engagement with local communities, and particularly underserved groups. work with the London Resilience Communication Group (LRCG) to:- develop a London Resilience Partnership strategy for risk communications.
- identify and implement improvements to the coordination of risk communications in preparing for and in responding to emergencies. work with London Councils and individual boroughs to help develop and promote consistency in how risk is communicated to Londoners and support the development of standards for risk communication so that all Londoners have access to the information they need to prepare and respond. investigate strategies for countering mis/disinformation and conspiracy theories support improvement of online communications, for example by reviewing partner websites and making recommendations for consistency of communications where possible. Support development of communications and training tools to help partners communicate with the public on risk and resilience.
Person specification
Technical requirements/experience/qualifications
Required attributes/abilities:
Strong communications skills and ability to translate information into accessible language. Ability to convene and coordinate partnership working with a wide range of sectors and organisations. Familiarity with communications tools and resources, social media, etc. Strong project management skills and the ability to develop and coordinate the delivery of a multi-agency work programme. A strong commitment to equality, diversity, and inclusion.
Desirable:
Experience of risk communication, or transferable experience of communicating complicated subject to the public to inform and influence public behaviour. Experience of developing public communications campaigns. An understanding of the arrangements for civil contingencies and resilience in the UK, and ideally in a London context.
Behavioural competencies
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
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
Stakeholder Focus
… is consulting with, listening to and understanding the needs of those our work impacts and using this knowledge to shape what we do and manage others’ expectations.
Level 3 indicators of effective performance
Understands diverse stakeholder needs and tailors team deliverables accordingly Is a role model to others, encouraging them to think of Londoners first Manages stakeholder expectations, so they are high but realistic Removes barriers to understanding the needs of diverse stakeholders, including hard to reach groups Focuses own and team’s efforts on delivering a quality and committed service
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
Planning & Organizing
… 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 deliverable
Organisational Awareness
…is understanding and being sensitive to organisational dynamics, culture and politics across and beyond the GLA and shaping our approach accordingly.
Level 2 indicators of effective performance
Challenges unethical behaviour Uses understanding of the GLA’s complex partnership arrangements to deliver effectively Recognises how political changes and sensitivities impact on own and team’s work Is aware of the changing needs of Londoners, anticipating resulting changes for work agendas Follows the GLA’s position in the media and understands how it impacts on workThe GLA Competency Framework Guidelines further detailing each competency and the different level indicators can be found here: .
This role is based at London Fire Brigade’s Head Office (Union Street SE1 0LL)
GLA staff are hybrid working up to 3 days a week in our offices and remotely depending on their role. As part of this, you will need to split your time between home working and coming into the office.
