We're looking for a dedicated individual to support and oversee the operations of Selarang Halfway House (SHWH) and/or future new sites. In this role, you will lead and supervise the Operations Team to ensure a safe, secure, and supportive environment, empowering residents in their journey towards successful reintegration into the community.
Major Duties and Responsibilities
- Oversee the deployment roster and tasking of Operations Teams in ensuring operational synergy and continuation of the daily SHWH and/or future new site operations routine without disruption.
- Work together with the Assistant Director, Operations, to develop and review contingency plans and to do forward operations planning to deal with potential issues to safeguard personnel and property within SHWH and/or future new site. This includes developing and reviewing business continuity plans to minimise disruptions to SHWH and/or future new site operations.
- Work closely with SPS and other relevant Home Team agencies in executing relevant contingency and operational plans with the aim of ensuring the safety of people and infrastructure at SHWH and/or future new site.
- Manage residents requests, personal effects and disciplinary processes.
- Manage HWH operations records, resident database and statistics for the purpose of information retrieval and submission of various reports.
Any Other Duties
Carry out any other duties as assigned by the Executive Director or Assistant Director, Operations
Requirements
Experience:
- At least three years of managerial experience, preferably in operations management, security and contingency functions.
- Working experience in a residential or secured setting would be an advantage.
- Basic understanding and case management and counselling would be an advantage.
Skills
- Strong people skills in leading teams.
- Strong analytical and writing skills.
- Resourceful and able to multi-task.
- Agile and adaptable in a challenging environment.
- Able to work independently.
- Proficient at Microsoft Office applications.
