Deputy Director - Service Delivery and Development

levate Government IT: Lead the Charge in User Experience and Service Excellence – Join us as Deputy Director - Service Delivery and Development (IT) and be the strategic force behind a World Class Civil Service. Shape the future of IT in the Cayman Islands Government and make a lasting impact!

Deputy Director, Service Delivery & Development 

Job Purpose

The Deputy Director of Service Delivery & Development will report to the Director of the Computer Services Department (CSD) for all activities related to the development, implementation, and maintenance of Enterprise Applications and Information Systems (IS) that support the Core Government’s Business Operations.

The post holder will provide strategic management and administrative support to the Director with specific responsibilities for Enterprise Applications and Web Development, Business Relation Management (BRM), Business Analysis, Business Process Re-engineering, Business Intelligence, and Program Management. The incumbent will contribute to defining, developing, and delivering an effective “pan-government” information technology (IT) strategy to meet the Government’s evolving vision to be a World Class Civil Service.

The Candidate will be responsible for delivering integrated, scalable, and robust enterprise applications and must be knowledgeable in SDLC, source code control, and change management principles. The individual will Direct a high-performing team of Application and Web Developers, Business Analysts, and Project Managers supporting a myriad of applications across the estate.

Dimensions

The Computer Services Department is a major administrative arm of the Ministry of Commerce, Planning and Infrastructure (CPI), which provides ICT services to 85 government departments and agencies. It has approximately 95 staff with a total operating budget of approximately CI$16.3 million.

 The current capital budget is CI$2.7 million with a value of fixed assets controlled by the department of CI$16 million. The department currently supports approximately 3000 desktop users, 50-60 bespoke in-house applications, and 52 commercial programs.

It provides a government-wide information strategic planning and policy service within the Ministry; it is a technology resource for the Deputy Governor, legislative decision-makers, and to all public sector agencies.

Management

• Directly manages 5 Managers – 1 Business Relationship Management, 2 Low Code Development, 2 Full Stack Development 
• Oversees the development of software solutions the enable CIG departments to bring in 800 million in revenue. Section of CSD (35 staff).

 Budget

• Manages the Operations Section annual operating budget of CI$5M;

 Demand Management Section (15 staff)

• Business Relationship Management – strategic liaison between IT and business
• Business Analysis – analyse business process to facilitate IT solutions 
• Scrum Master / PM – guide the scrum team to deliver successful outcomes

 Software Development Section (20 staff)

• Low Code Development – platform used to deliver moderately complex solutions
• Full Stack Development - platform used to deliver very complex solutions 

 The demand for IT support for the business services of user departments places a large amount of responsibility on the post-holder in ensuring business continuity for client Departments.

 The post-holder must be a mature, highly experienced, and capable Information Systems (IS) professional who is fully accountable for collaborating with several other IS leaders. The individual must be skilled in project management, and able to manage multiple tasks effectively and possess the background knowledge and experience of IS to make informed and responsible decisions that are both technically sound and take the needs of the organization fully into account.

 The post-holder provides leadership and advice to co-workers and is a mentor to staff and other Information Technology (IT) staff.

 As a knowledgeable IT professional, the post-holder is often consulted on the procurement of IT-related solutions and services on behalf of other Government Departments.

 In the absence of the Director or other Deputy Directors, the post-holder will be required to act as Head of Department as needed.

Significant Risks

CSD’s Deputy Directors are responsible for strategic IT management, operational oversight, resource allocation, project management, cybersecurity, compliance, stakeholder engagement, and fostering innovation. Key risks associated with these roles include service disruptions, security breaches, compliance failures, resource mismanagement, stakeholder discontent, innovation stagnation, project failures, and reputational damage. Effective leadership in this role is essential to mitigate these risks, 

ensuring the secure, efficient, and strategic delivery of IT services that support the government's mission to serve its citizens effectively and responsibly.

 Service & Operational Disruptions: Inadequate leadership can lead to government IT systems experiencing technical issues and downtime, disruptions in the delivery of essential services to citizens. Without proper oversight and coordination, there's a risk of inefficiencies, delays, and breakdowns in key sectors such as Emergency Services, Healthcare, Border Control and National Security, Transportation, and Public Administration, Financial Services, which impacts public safety and welfare. This can result in delays, frustration among citizens, and potential damage to the government's reputation.

Security Threats: The Deputy Director is tasked with safeguarding critical infrastructure and assets from security threats. Ineffective management of IT operations increases the risk of cybersecurity threats and data breaches, compromising sensitive government data and citizen information. Which poses threats to national security, public safety, and trust in government institutions.

Inefficiencies and Delays: Without strategic direction from a Deputy Director, government IT initiatives may lack coordination and alignment with organizational goals. This can lead to inefficiencies, delays in project delivery, and suboptimal use of resources, ultimately hindering the timely and effective delivery of government services.

Compliance Risks: Failure to adhere to regulatory requirements and data protection laws due to inadequate oversight can expose the government to legal liabilities, fines, and penalties. Compliance failures undermine the government's credibility and may result in loss of public confidence.

Inefficient Resource Utilization: Mismanagement of IT resources can cause budget overruns, duplication of efforts, and reduced operational efficiency.

Innovation Stagnation: Lack of focus on innovation and adaptation can render IT systems obsolete, reducing the organization's ability to compete and respond to market changes.

Project Failures: Poor oversight and governance can result in IT projects that are delayed, over budget, or fail to deliver expected outcomes, impacting overall business performance.