Assistant Director, Strategy, Planning & Futures

• Develop and implement NCSS’ corporate performance management framework, monitor key performance indicators (KPIs), and advance strategic priorities & outcomes.  
• Strategise and lead efforts to galvanise different parts of the sector and NCSS to implement the Social Service Sector Roadmap (4ST)
• Spearhead and lead team to oversee Secretariat operations for high-level Board and corporate meeting
• Oversee the implementation of NCSS Act amendments, including reviewing and updating Board election processes and collaborating with internal teams to revise membership criteria.
• Lead team  of 3 pax to drive effective NCSS’ performance management and 4ST implementation

Key Decisions/ Dimensions

• Lead high-level strategic reviews and provide comprehensive evaluations of teams’ and organisation-wide  progress against overarching strategies and committed outcomes. Make decisions on strategic recommendations to present to the Board and Senior Management, determining how to address performance gaps and identify opportunities to drive strategic realignment and ensuring organisational agility in pursuing key objectives.
• Make critical decisions on 4ST implementation priorities that shape organisational success. This includes determining resource allocation across initiatives, deciding on timing and sequencing of implementation phases, and balancing short-term projects with long-term strategic goals. Make decisions on stakeholder engagement priorities, establish key performance metrics and success criteria, and strategically prioritise initiatives to drive critical organisational outcomes whilst maximising overall impact and ensuring alignment with overarching objectives.

Key Challenges

• The role requires close collaboration with Divisions to ensure their implementation efforts align with approved work plans, contributing to corporate KPIs and strategic priorities. Difficult conversations may occur when Divisions/ teams fail to meet KPIs or implement initiatives as agreed upon. The incumbent needs to be firm in documenting shortfalls whilst remaining open to account for any deviations from plans. The incumbent should acknowledge the challenges, and work with Senior Management to address the issues effectively.
• The role involves working with Divisions and partner agencies to drive mindset change and increase 4ST adoption across the sector, whilst seeding new approaches to transform sectoral practices. The incumbent needs to guide the team in developing clear change management plans and ensuring effective communication of 4ST principles.

*Only shortlisted candidates will be notified.