The government’s Resilience Action Plan, launched this month, begins by acknowledging the profound global changes we have lived through in recent years. From the COVID-19 pandemic and economic upheaval, to a war on the continent of Europe and the increased risk posed by climate change – it’s hard to not be daunted by the seismic shifts that are reshaping the world around us.
The plan aims to enable the UK to respond to this changed context, addressing the interconnected, complex and long-term challenges we face. In practice this means a more continuous approach to assessing the UK’s resilience, creating tools and resources, promoting a whole-of-society approach to resilience and strengthening public sector preparation and response.
A ‘whole of society approach’ to building resilience encourages those who have the capability to take action to improve their own resilience. Alongside this there is a recognition that those who are more vulnerable will need to be identified and supported. There is also an acknowledgement of chronic risks which can diminish the resilience of communities.
The plan is also very clear that the Government cannot do this alone. Partnership across society is needed – including from the public sector, private sector and the voluntary and community sector – to deliver this step change.
It’s very positive to see that the plan recognises the role of charities and community groups beyond just an emergency support mechanism. It acknowledges that we hold a wealth of local knowledge, deep relationships, and trust within communities which make us a strategic partner in building resilient communities. The report also acknowledges the important role we play in strengthening the bonds that hold communities together.
What we’ve learned
There is much in the plan that resonates with the experience of the London Communities Emergencies Partnership (LCEP), which is co-chaired by London Plus alongside the VCS Emergencies Partnership. Over the past three years, LCEP has brought together a broad and diverse network that enables Londoners to benefit from the skills and expertise across the voluntary sector. This, of course, includes large emergency response charities. It also taps into the strengths of local infrastructure organisations like Volunteer Centres and Councils for Voluntary Services, alongside charities with specialist knowledge of supporting communities with specific needs or in certain areas. The network now includes 173 organisations regularly involved in the partnership but reaches many more through our partners and their own networks.
A key thing we have learnt at LCEP is the importance of building relationships before they are needed. The support of the London Resilience Unit (LRU) and London Resilience Forum (LRF) as partners has been critical. The work of our partnership is crucial before an emergency happens, and a great deal of our work focuses on building preparedness through joint exercises, creating opportunities for partners to practice and get to know each other and in ongoing and regular information sharing.
Building capacity with charities and community groups is also vital. Thanks to investment from the LRU, funding to support community resilience activities has been shared across all London Boroughs. This has enabled the development of community emergency plans, producing ‘What If’ guides, training emergency volunteers, making community asset maps, and much more. This work also helps build relationships between communities and resilience agencies.
Charities can do more
There is much in the plan to welcome, but there is also much more that charities and community groups can contribute. For example, acting as a trusted bridge between the public sector and communities will be essential for resilience. The value of this was seen during COVID-19, where charities enabled the sharing of accurate information and reached into communities who may otherwise have been missed. Charities can also play a role in long term recovery, which needs to feature more prominently in future planning. Recovery from an emergency can be a long process. Local charities, embedded as they are in their communities, are often well placed to provide both formal and informal support.
In addition, although the plan acknowledges the challenges and financial constraints that limit the capacity of charities, the Government stops short of offering new support. Instead, there is only a commitment to making better use of existing sector expertise and resources.
We know there are significant challenges ahead in Local Government finance, including at least seven London boroughs requiring Exceptional Financial Support (EFS) from the government in 2025-26[1]. This, alongside a growing demand for services, results in many charities, including Local Infrastructure Organisations, existing in a precarious position.
Building strong relationships and nurturing resilient communities takes patience and time. It’s hard work – often slow, complex, and chronically underfunded. At a time when more charities than ever are fighting just to stay afloat, expecting them to take on this vital long-term work without the necessary backing is simply unrealistic. The benefits are undeniable and it’s encouraging to see growing recognition of the valuable role played by charities and community groups. Yet if we truly believe in the power of this work, the ambition must be matched by meaningful, sustainable funding and partnerships which will deliver this change in practice.
[1] ‘Hard times still here’ amid £500m funding shortfall | London Councils – Home
