Director

Description:

• The Director provides strategic leadership to support the delivery of the department’s transformational reform agenda to revitalise front-line outsourced service delivery.
• The Director oversees investment and commissioning strategic and operational processes and has demonstrated expertise in leading investment and commissioning strategy and planning, funding and contract management.
• The director implements governance and contemporary practices to proactively identify and address performance, risk and compliance issues to support financial sustainability and business continuity.
• The Director has a key role in leading implementation and management of key aspects of the Departments Parameters Based Funding Model, including directly working with central agencies and regions to identify risks and opportunities for implementation and future directions.
  
  
  

• Develop and implement contemporary approaches to investment strategy, funding management and contracting within human and social services sector, including promoting best practice in contracting, compliance, monitoring and reporting on system performance.
• Manage and coordinate the investment of Child and Family Services program budget to achieve defined system, program and client level outcomes and benefits.
• Foster partnerships across government and non government organisations to maximise investment and improve outcomes across the continuum of care, including managing the performance of investment and contracts for services with NGOs.
• Contribute to the development of legislative and strategic policy submissions, Cabinet submissions, Cabinet Budget Review Committee submissions, and review and evaluation reports to enable Government to fully consider the issues for and impacts on the NGO sector.
• Contribute to the Child and Family Services reform agenda as it relates to investment and financial and systems sustainability.
• Facilitate implementation of the Parameters Based Funding Model and working with key stakeholders to identify strategies to support ongoing operationalisation and refinement of the model.
• Drive red tape reduction across the department, through new and existing initiatives, and reporting on cost savings achieved.