Municipality of Heumen: Maximizing Potential Through Management Development

"We feel like we executed the MD trajectory ourselves. That is also the biggest gain; it made us realize that we need to make time for development within our work situation." These are the words of Dirk van Eeten, Director of Operations and one of the participants in the MD trajectory of GITP at the Municipality of Heumen. The goal: improving the quality of customer orientation and service delivery.

The challenge for the Municipality of Heumen

The primary objective was to improve service delivery and policy execution, considering the needs of various stakeholders, including citizens, managers, and colleagues. To achieve this, the municipality engaged in an MD program involving directors, department heads, controllers, and project leaders.

Approach

GITP’s MD program for Heumen focused on strengthening organizational capabilities, team development, and individual growth where needed. The program was designed to be dynamic, adapting to the most pressing needs at any given moment. Key components included:

• Orientation Session: Linking organizational development with individual growth.
• Action Learning: Learning through practical work.
• Peer Consultation: Intervision sessions to share insights and challenges.
• Central Modules: Formal learning sessions on key topics.
• Executive Coaching: Targeted coaching for the leadership team.
• Evaluation and Reorientation: Continuous feedback and adjustments.

MD Program with Cohesion
"We chose GITP's approach because they offered a cohesive program for both the MT and the Projects and Strategy department, which translated well to our needs. Additionally, their 'learning by doing' method appealed to me, and there was a good rapport with the advisor. Ultimately, you choose an approach that aligns with the values of your organization. We consciously aimed to bring out everyone's strengths to achieve our collective goals. This yields much more in the long run."

"I was surprised by GITP's flexibility. They really succeeded in bridging what was happening at that moment. That is simply impressive."

THE RESULT

"We have now been working in the new composition for 1.5 to 2 years after the reorganization. Only now are some people really starting to come into their own." Key benefits of the trajectory include:

• Team development and the quality of the team-building process
• Subject matter expertise
• Knowledge of team members about each other
• Awareness that quality must be achieved as a team
• Improved service delivery to the board

"A year after the trajectory, I noticed that team members no longer dive directly into the content but take time to focus on team development. This approach works much better than me pulling something out of my hat."