Municipality Haarlemmermeer | Financial Department Strategy

Introduction

Most financial departments are originally organized fairly at the end of the chain. A linear chain, leading to payments and processing of income. A department of folders, where data is processed and archived. From outside to inside compared to other departments. But times are changing... Through digitization, we can gain insight from data, which also changes the role of finance. From reactive to proactive. From inside to outside. From processor to advisor.

Where to start?

Now, the introduction sounds quite logical. But often a project regarding information doesn't start so concretely. Often it starts with a Word or PowerPoint document containing a mission, vision, trends, dream image, strategic direction, core values, functions and/or targets.

And although it is important to have a clear direction and a vision, so you can determine how to get there, all those separate parts often don't appeal to employees. This is because the relationship between the parts is often not clear. It can quickly become a list, viewed from a different perspective each time. With overlap, abstract terms, and before you know it, everyone is "lost in translation". And then everyone just does what they always did.

Make it concrete

So we often start with the question "tell me". Where do you come from? What change do you have in mind? Why? By asking and questioning, we gradually gain more insight and make it sharper. More concrete. And drawing helps with that. Even if it's sometimes more scribbles or notes than actual drawings. That varies per project. In this case, it was much more interesting to zoom in on the relationship between the different parts to distill a red line from there. From the scribbles below, you may recognize that they are a kind of circles that revolve around a fully automated central part. And then you gradually get to the core....

By having your data automation in order, you can shift your work from processing to predicting, allowing you to position yourself proactively from inside to outside. Towards other clusters and departments that you can then further help with data and insights.

Based on this initial sketch, we were able to continue with the development of a concept talk board. In the search for how data is actually the driver for the change from inside to outside, we found a beautiful metaphor. The desire to connect with the recognition of the Municipality of Haarlemmermeer had also been expressed.

The Cruquius pumping stationThe Cruquius pumping station from 1849 is one of the three pumping stations used to pump the Haarlemmermeer dry between 1849 and 1852. It is the largest steam engine in the world. Where this imposing installation uses steam to create movement, the financial department uses data to create insight and set things in motion. Thus, a local landmark proved to be the perfect metaphor to support this strategy.

Creating public value with public funds

Data and insights are becoming increasingly important. Not only to ensure that money is spent, but also that it is spent on the right things. Insights help with that. Especially towards the council and the board. Smooth service delivery can be provided precisely by automation. And that requires data. Also from other departments. That means that those departments sometimes need help connecting to this automated data center. But they can also be helped by digitizing and looking at how their request can be solved better. This has to do with monitoring, budgeting, informing, analyzing, and, above all, collaborating. For each department, this is different, but the goal is ultimately the same: to deliver public value!