Team Manager Information Advisory

Project overview

Due to the DBA Act (Deregulation Assessment of Employment Relationships), it is not possible to invoice as a self-employed person for this assignment. Matchd offers various types of employment. We are happy to discuss this with you to determine which employment best suits your wishes and situation. Feel free to contact us for more information and an explanation of the possibilities.

Assignment

Zutphen is outsourcing part of its IT/ICT services to suppliers and building a control organization: the municipality at the helm, the supplier in execution. Zutphen is working towards an organization with the Information Advisory and Information Services teams, in accordance with the decisions to be made.

The transition to control is one transition. Four movements are happening simultaneously and are intertwined: organization and people, sourcing and control, manageable services, and internal control. A choice in one movement shifts work in another. Two interim team managers will manage this transition. Each has their own primary assignment, and together they are responsible for ensuring the four movements do not diverge. As interim team manager Information Services, you will report to the Director of Operations and Services.

End point of the transition:

Your assignment

Your primary assignment lies in the area of continuity and further development of the Information Advisory team. The Information Services team has the following clusters, all of which need to undergo development:

You will ensure that:

Manageable Services

The domain has embraced so-called service thinking, based on the 3-layer model for public services. This is a governance framework that helps to clearly define roles, responsibilities, and the position of support services within a government organization. The 1st layer consists of the primary public services, also known as The Execution. The 2nd layer concerns Support, Frameworks, and Supervision (or Support Services). The 3rd layer is independent internal control. The municipality wishes to demonstrably bring its operations under control, with a focus on (societal) value creation and promoting collaboration.

Processes are needed to deliver the services. These are set up based on the Universal Service Management (USM) process model. Within the project Optimization of Internal Services (OID), the movement from steering based on individual tasks to steering based on services and processes has been initiated. The various clusters within Information Services, Information Advisory, and Facilities are participating in this and are responsible for their part of the service delivery.

You will continue this movement:

For Information Advisory, this means that requests, projects, and sourcing choices are traceable to the services they contribute to, and that the consequences thereof are made explicit.

Collaboration

What still needs to be definitively assigned, such as contract and supplier management, service management, and process ownership, you will prepare with the team manager Information Services for decision-making and implement after the decision.

The assignment is completed when:

6 months - 28-32 hours - 0.89 FTE

Profile of the suited interim professional:

Dutch native or near native

Knock-out criteria:

• New teams and management (permanent, internal);
• Definitive mandates and budget structure;
• Sourcing and control of suppliers in order.
• Manageable services.
• Information advisory and projects;
• Data.
• The outcomes of the strategic personnel planning are translated into the structure, staffing, and development of the team, in accordance with decisions made;
• Portfolio and prioritization work within the CIO governance: what we develop, with what capacity;
• Sourcing choices per lot are translated into the consequences for service delivery, architecture, demand, and required control;
• The budget structure for development is implemented in accordance with decisions made;
• Responsibilities, agreements, controls, and steering information are organized in such a way that it is demonstrable how decisions about portfolio, architecture, and development are made and executed.
• WHAT (development task): further explicating and making services manageable: for whom, with what agreements and responsibilities, and what is being steered on;
• HOW (application and assurance): the common working methods developed within OID are applied in daily service delivery, not redesigned;
• WITH WHAT (still in development): people, competencies, applications, assets, and facilities are managed and connected to the services, with assigned ownership, management, and change routes, building on the ongoing development of the CMDB and its connection to asset management.
• The team works within established mandates and budget structure;
• The services to which the team contributes have an assigned service manager and are managed according to the common working methods;
• Demand and delivery between the two teams demonstrably align, with working coordination and escalation;
• The permanent team manager has taken over a functioning team, the mandates, the pending decisions, and the ongoing agreements.
• Completed education at a minimum HBO bachelor level;
• Minimum 5 years of demonstrable work experience in a leadership role within an IT/ICT organization;
• Demonstrable work experience with an organizational and/or control transition in IT/ICT;
• Demonstrable work experience with setting up portfolio and prioritization of IT development;
• Demonstrable work experience with setting up CIO governance, mandates, and escalation;
• Demonstrable work experience with making services manageable;
• Demonstrable work experience within a municipality and/or other government organization.

Project details

• Start: flexible
• Duration: 6 months
• Location: Zutphen, Overijssel, Gelderland, NL
• Languages: Dutch