Request
ArtEZ
Advisor and change manager facility management
Facilities consultant and change manager
Info
Function
Facilities consultant and change managerLocation
ArnhemHours per week
24 hours per weekDuration
13.01.2025 - 28.06.2025Application number
SRQ175751DAS
ArtEZClosing date
02.01.2025
10:00
Role description and task arrangements
Interim assignment Facility Management
Assignment Description:
The Facilities Department is part of ArtEZ's Service Company. The employees of the department (34 fte) support ArtEZ's Education and Research in the cities of Arnhem, Enschede and Zwolle in various ways. These include facility support through a Front & Back Office process and direct support by concierges.
The position of head of FAZ is vacant as of today. ArtEZ chooses not to immediately deploy replacements for this position but to first determine the course for the future and determine what change, if any, is still needed to be future-proof.
In the current situation, there are two streams within FAZ where there is a substantive challenge; Going Concern FAZ and setting up a future-proof FAZ department.
As it stands, the FAZ department has a challenge with the multi-year budget before it. The staffing of the department must be in line with the financial possibilities. Unilaterally "turning the knobs" is not possible because the impact of measures are likely to directly affect education. This must take into account the impact of the age structure of the department and the increasing number of employees with the desire to take advantage of the working time reduction seniors. High absenteeism also plays a role.
The vision plan for a future-proof FAZ department is largely ready in draft form. The challenges outlined play a role in this. However, this plan must focus on the longer term and the choices that will be made. Emphasis should be placed on what is important to the education sector and which challenges they want to see addressed in the vision plan. It is necessary that the expertise of the interim advisor to be recruited also becomes visible here; which facilities developments and innovations are desirable for ArtEZ to embrace now and to give them a place in those future plans.
In the coming months, it is desirable to make further analyses in order to be able to properly deal with the short-term challenges, while also preparing and defining the longer term so that the Board of Governors, together with the directors, can make a supported decision about it. With the resulting picture, the recruitment for a new head can be prepared and the baton handed over. Under the given circumstances, the daily management is in good hands with the existing staff.
Questions that need to be answered include; What do the board and management want and what would that mean for FAZ new style but also what impact on ArtEZ as a whole. What kind of continuation do we see for the structure FAZ and what does this mean for the position of head of department FAZ. There should be close coordination with the constituency.
Commitment and open communication are important in order to develop and change together on the basis of trust. Herein lies an important role for the relevant interim officer.
Job Description:
| Subject: | Consultant & change manager |
| Date of meeting: | December 19, 2024 |
Assignment Description:
The Facilities Department is part of ArtEZ's Service Company. The employees of the department (34 fte) support ArtEZ's Education and Research in the cities of Arnhem, Enschede and Zwolle in various ways. These include facility support through a Front & Back Office process and direct support by concierges.
The position of head of FAZ is vacant as of today. ArtEZ chooses not to immediately deploy replacements for this position but to first determine the course for the future and determine what change, if any, is still needed to be future-proof.
In the current situation, there are two streams within FAZ where there is a substantive challenge; Going Concern FAZ and setting up a future-proof FAZ department.
As it stands, the FAZ department has a challenge with the multi-year budget before it. The staffing of the department must be in line with the financial possibilities. Unilaterally "turning the knobs" is not possible because the impact of measures are likely to directly affect education. This must take into account the impact of the age structure of the department and the increasing number of employees with the desire to take advantage of the working time reduction seniors. High absenteeism also plays a role.
The vision plan for a future-proof FAZ department is largely ready in draft form. The challenges outlined play a role in this. However, this plan must focus on the longer term and the choices that will be made. Emphasis should be placed on what is important to the education sector and which challenges they want to see addressed in the vision plan. It is necessary that the expertise of the interim advisor to be recruited also becomes visible here; which facilities developments and innovations are desirable for ArtEZ to embrace now and to give them a place in those future plans.
In the coming months, it is desirable to make further analyses in order to be able to properly deal with the short-term challenges, while also preparing and defining the longer term so that the Board of Governors, together with the directors, can make a supported decision about it. With the resulting picture, the recruitment for a new head can be prepared and the baton handed over. Under the given circumstances, the daily management is in good hands with the existing staff.
Questions that need to be answered include; What do the board and management want and what would that mean for FAZ new style but also what impact on ArtEZ as a whole. What kind of continuation do we see for the structure FAZ and what does this mean for the position of head of department FAZ. There should be close coordination with the constituency.
Commitment and open communication are important in order to develop and change together on the basis of trust. Herein lies an important role for the relevant interim officer.
Job Description:
- Minimum facility management HBO work and thinking level, evidenced by a completed degree or explanation in resume
- The assignment involves writing a vision plan for a future-proof FAZ department for all buildings in Arnhem, Zwolle and Enschede. Experience with this in an Education environment in combination with Facilities is a must.
- The FAZ department is in transition and candidate has demonstrated demonstrable ability to (help) shape change in previous organizations.
- Knowledge of arts education environment is a plus
- Candidate is able to provide advice to the Director of Service Operations based on sound analysis and research; impact analysis of such advice is self-evident.
- Candidate manages his stakeholders well at the executive and board level
- Completed college education in the facilities field
- Experience within education
- Experience in managing teams within education
- Experience with similar projects
- Experience in shaping vision and change within a facilities organization in education
- Facilities policy experience
- Candidate provides own resources including laptop and phone
- The candidate has the following competencies, this can be tested in a personal interview:
- Good communication skills
- Persuasion
- Collaborative & organizational sensitivity
- Good consulting skills
- Careful
- The1st interviews will take place in week 2, Tuesday, Jan. 7
Company data
Company data
ArtEZ
Role description and task arrangements
Interim assignment Facility Management
Assignment Description:
The Facilities Department is part of ArtEZ's Service Company. The employees of the department (34 fte) support ArtEZ's Education and Research in the cities of Arnhem, Enschede and Zwolle in various ways. These include facility support through a Front & Back Office process and direct support by concierges.
The position of head of FAZ is vacant as of today. ArtEZ chooses not to immediately deploy replacements for this position but to first determine the course for the future and determine what change, if any, is still needed to be future-proof.
In the current situation, there are two streams within FAZ where there is a substantive challenge; Going Concern FAZ and setting up a future-proof FAZ department.
As it stands, the FAZ department has a challenge with the multi-year budget before it. The staffing of the department must be in line with the financial possibilities. Unilaterally "turning the knobs" is not possible because the impact of measures are likely to directly affect education. This must take into account the impact of the age structure of the department and the increasing number of employees with the desire to take advantage of the working time reduction seniors. High absenteeism also plays a role.
The vision plan for a future-proof FAZ department is largely ready in draft form. The challenges outlined play a role in this. However, this plan must focus on the longer term and the choices that will be made. Emphasis should be placed on what is important to the education sector and which challenges they want to see addressed in the vision plan. It is necessary that the expertise of the interim advisor to be recruited also becomes visible here; which facilities developments and innovations are desirable for ArtEZ to embrace now and to give them a place in those future plans.
In the coming months, it is desirable to make further analyses in order to be able to properly deal with the short-term challenges, while also preparing and defining the longer term so that the Board of Governors, together with the directors, can make a supported decision about it. With the resulting picture, the recruitment for a new head can be prepared and the baton handed over. Under the given circumstances, the daily management is in good hands with the existing staff.
Questions that need to be answered include; What do the board and management want and what would that mean for FAZ new style but also what impact on ArtEZ as a whole. What kind of continuation do we see for the structure FAZ and what does this mean for the position of head of department FAZ. There should be close coordination with the constituency.
Commitment and open communication are important in order to develop and change together on the basis of trust. Herein lies an important role for the relevant interim officer.
Job Description:
| Subject: | Consultant & change manager |
| Date of meeting: | December 19, 2024 |
Assignment Description:
The Facilities Department is part of ArtEZ's Service Company. The employees of the department (34 fte) support ArtEZ's Education and Research in the cities of Arnhem, Enschede and Zwolle in various ways. These include facility support through a Front & Back Office process and direct support by concierges.
The position of head of FAZ is vacant as of today. ArtEZ chooses not to immediately deploy replacements for this position but to first determine the course for the future and determine what change, if any, is still needed to be future-proof.
In the current situation, there are two streams within FAZ where there is a substantive challenge; Going Concern FAZ and setting up a future-proof FAZ department.
As it stands, the FAZ department has a challenge with the multi-year budget before it. The staffing of the department must be in line with the financial possibilities. Unilaterally "turning the knobs" is not possible because the impact of measures are likely to directly affect education. This must take into account the impact of the age structure of the department and the increasing number of employees with the desire to take advantage of the working time reduction seniors. High absenteeism also plays a role.
The vision plan for a future-proof FAZ department is largely ready in draft form. The challenges outlined play a role in this. However, this plan must focus on the longer term and the choices that will be made. Emphasis should be placed on what is important to the education sector and which challenges they want to see addressed in the vision plan. It is necessary that the expertise of the interim advisor to be recruited also becomes visible here; which facilities developments and innovations are desirable for ArtEZ to embrace now and to give them a place in those future plans.
In the coming months, it is desirable to make further analyses in order to be able to properly deal with the short-term challenges, while also preparing and defining the longer term so that the Board of Governors, together with the directors, can make a supported decision about it. With the resulting picture, the recruitment for a new head can be prepared and the baton handed over. Under the given circumstances, the daily management is in good hands with the existing staff.
Questions that need to be answered include; What do the board and management want and what would that mean for FAZ new style but also what impact on ArtEZ as a whole. What kind of continuation do we see for the structure FAZ and what does this mean for the position of head of department FAZ. There should be close coordination with the constituency.
Commitment and open communication are important in order to develop and change together on the basis of trust. Herein lies an important role for the relevant interim officer.
Job Description:
- Minimum facility management HBO work and thinking level, evidenced by a completed degree or explanation in resume
- The assignment involves writing a vision plan for a future-proof FAZ department for all buildings in Arnhem, Zwolle and Enschede. Experience with this in an Education environment in combination with Facilities is a must.
- The FAZ department is in transition and candidate has demonstrated demonstrable ability to (help) shape change in previous organizations.
- Knowledge of arts education environment is a plus
- Candidate is able to provide advice to the Director of Service Operations based on sound analysis and research; impact analysis of such advice is self-evident.
- Candidate manages his stakeholders well at the executive and board level
- Completed college education in the facilities field
- Experience within education
- Experience in managing teams within education
- Experience with similar projects
- Experience in shaping vision and change within a facilities organization in education
- Facilities policy experience
- Candidate provides own resources including laptop and phone
- The candidate has the following competencies, this can be tested in a personal interview:
- Good communication skills
- Persuasion
- Collaborative & organizational sensitivity
- Good consulting skills
- Careful
- The1st interviews will take place in week 2, Tuesday, Jan. 7
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