Transforming Administration – The Path to Becoming a Customer-Oriented Service Provider

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Client Challenge

One of the largest municipal hospitals in Germany with more than 4,000 employees treating some 200,000 patients a year was faced with the challenge of increasing the efficiency of its administrative operations in the face of drastic cost-cutting measures in the health care system.

The established structure of the administrative departments was not forward-looking. Existing potential and synergies were not being harnessed.

The management of the hospital commissioned Mandat to develop a concept for forward-looking and growth-oriented administrative reform.

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Mandat Intervention

In cooperation with the hospital’s management and the project management staff, we developed an ambitious project plan.

Due to the political significance of the project, the nursing service and the medical directorate were involved, in addition to responsible persons in the administration. The works council of the clinic was briefed on the project in a project presentation and brought on board to support the project work. This initial involvement of all of the multipliers was decisive for the subsequent success of the project.

The core competencies and core services of all the administrative departments were determined in moderated workshops which they attended, and the future viability of these competencies was evaluated according to a standardized matrix.

In a further series of workshops, we surveyed the relevant processes of the administrative departments. This resulted in understandable process landscapes for each area. The quality of the workflows and the process results were evaluated and from the existing processes, we derived sustainable, cost-effective target processes that took into account the needs of patients, doctors and nursing staff.

Based on the competencies and processes, Mandat developed a design for a sustainable, growth-oriented administrative organization and an execution plan for its implementation.

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Results

Both the clinic management and the works council approved the concept with minor changes. The supervisory board, consisting mainly of representatives of the city council, also approved the implementation.

The administrative department was reorganized into a customer-oriented competence center. Since the intervention, the concept has been successively implemented to 90%.

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