(Senior) Assistant Director, Capability Implementation 3

[What the role is]
The Head of Department for the Volunteerism Strategy Team will be responsible for developing, implementing, and overseeing the organization's volunteerism strategy. This role requires a strategic thinker with a passion for community service, strong leadership skills, and the ability to collaborate across various departments and multiple stakeholder. The HOD will work to strengthen the sectors voluntere management capoabilities to enable social service agencies to increase stronger volunteerism outcomes (eg. increase in total volunteers, increase in volunteer hours, increase in regular volunteers, increase in volunteer satisfaction).

[What you will be working on]

1. Lead the planning and execution of the sector volunteerism strategy working with internal and external stakeholders including increasing the Sector's volunteer management maturity, and raising the standards of volunteer management
2. Strategize and lead pioneering projects, including the adoption of key sectoral volunteer management resources, to achieve continuous improvements in volunteer management practices in the Sector
3. Drive sustainable volunteerism in the sector/SSAs through partnerships with key stakeholders in the volunteerism ecosystem
4. Provide guidance to empower and equip key agencies including 24 SG Cares Volunteer Centres, which are appointed by Ministry of Community, Culture and Youth (MCCY), to complement the volunteer management capability building efforts of NCSS by creating a multiplier effect
5. Oversee the department's financial, corporate reporting and human resource matters
6. Care and nurture staff to their fullest potential to achieve the department and NCSS outcomes Work closely with Volunteerism Strategy team, teams/divisions within NCSS, pubic agencies and other stakeholders in the 3P sectors to catalyse sustainable volunteerism in the sector.
7. This includes working closely with Capability Implementation teams to encourage the sector to build stronger volunteer management capabilities which include the hiring of Volunteer Managers, strengthening volunteer practices, adopting volunteer management system, increasing in Volunteer Management Maturity (VMM) Matrix scores, etc.
8. Lead the team to identify trends in volunteerism and gaps in volunteer management based on research studies/data and ground sensing efforts.
9. Establish relationship with key stakeholders in the volunteerism and/or volunteer management ecosystem (e.g., Ministry of Culture Community and Youth, National Volunteer and Philanthropy Centre, Agency for Integrated Care) to influence and/or mobilise them to collaborate for pioneering/pilot projects.

[What we are looking for]

(a) Our Core competencies

Serving with Heart, Commitment and Purpose

Beyond sound policies and efficient execution, we need to have care and empathy for those we serve. We must be able to look at issues from the ordinary citizen's perspective and not lose sight of how our decisions could affect them. As we transform our work, we will face difficulties, and we will have to keep up with a fast-changing and complex environment. We need to have the strength and resilience to push ahead with doing what is right, with commitment and purpose. We need to:
. Place service to Singapore and Singaporeans first, before our self-interest
. Display care and empathy in how we serve, translate ideas and execute policies and
. Deliver decisively and persevere through difficult times.

Improving and Innovating Continuously

To keep up with transformation, we must seek continual improvements in our work and try new approaches that lead to significantly better outcomes. While following Standard Operating Procedures, we need to be open to new, better and more cost-effective ways of working. This requires us to:
. Seek continuous improvement in our work
. Innovate without fear of failure and try new ways to achieve better outcomes and
. Introduce measures to manage experimentation risks.

Stewarding Systems for Today and Tomorrow (Applicable to those in Supervisory and Leadership positions)

While you achieve excellence in your work, you also need to dedicate time and effort to strengthen and improve work systems and processes. This requires you to:
. Build, sustain and refresh organisational structure(s), systems, processes and culture to deliver excellence today and be ready for the future and
. Devote focus and attention to areas that are fundamental to the workings of your team and agency.

Caring for, Developing and Inspiring Staff (Applicable to those in Supervisory and Leadership positions)

Looking beyond your own performance and progress, you also need to be an effective people developer and nurture your staff. This requires you to:
. Inspire and motivate your staff to be engaged at work
. Support and empower your staff and value their contributions and
. Build their capabilities and capacity to fulfil their responsibilities and experience job satisfaction.

(b) OneNCSS Competencies

Social Service Sector Knowledge

Identify, analyse, and apply knowledge of the operating context, challenges and opportunities of the social service sector to create an effective social service ecosystem.

Change Management

Effect sustainable change through demonstrable capability on understanding and application of change principles, processes, behaviours, and skills for NCSS customers and stakeholders.

(c) Group-Specific Competencies

Business Acumen

Interpret economic trends, business context and financial statements, and apply insights to the development of organisational strategies in pursuit of sector sustainability.

Organisational Development & Facilitation

Enable and facilitate SSAs ability to develop, improve and reinforce strategies, structures and processes, aligned to organisational health framework for social service sector.