Germany - Business and management consultancy and related services

Description

Klinikum Region Hannover GmbH operates 10 hospitals in the state capital of Hannover and the surrounding area as a municipal company. With a 40 percent share of hospital care in the Hannover Region, it is the most efficient hospital company in the region. The central departments (administration) of Klinikum Region Hannover GmbH are the internal service providers for the entire company. They comprise a total of 17 central departments and are largely managed centrally. The respective central division managers report directly to the management. In addition to central management and control, there are also employees who work directly at the individual clinic locations. Klinikum Region Hannover GmbH intends to reorganise administrative processes in the central departments. To this end, an in-house team of 6 employees has been trained with external support in process management and communication/moderation. The aim of the P3@KRH project is to further develop company-wide cooperation, to strengthen process orientation and to develop a mindset of continuous improvement among the employees. Employees from participating departments are involved in the design of processes in order to develop new solutions together. In the future, the complexity of collaboration will be reduced, processes will run faster and the focus on the needs of internal customers will be strengthened. In addition to the concrete process improvements and implementation successes, it is also important to lay the foundation for long-term sustainable process management at KRH and to define and design the framework for a process-oriented organisation.The project goals are:- KRH will be "dynamic-robust", fast adjustment to changing conditions,- continuous & sustainable productivity improvement, optimization in the dimensions of time, quality and costs,- Process Thinking End-to-End (E2E), a KRH-compatible approach with methods, responsibilities and IT tool and connectivity to the existing quality management,- change projects & action plans, implementation of selected detailed processes will be optimized in the first step,- managers think consistently in processes.The KRH Optimum is in focus - Intensive involvement of the employees - Creating a spirit of new beginnings, reduction of fears, broad acceptance and comprehensive solution ideas - Supporting a culture of personal responsibility and clear clarification of responsibilities - In addition to achieving the content goals, the process management organization must be strengthened in such a way that the KRH is in a position to handle process changes, including their implementation from within, on its own after completion of the project. In order to support this, it is planned to continue the process-oriented approach in an in-house team of 3 people within the central quality and risk management department in the line after the project has been completed The project has been prepared in a setup phase so far and is currently in the qualification phase, in which the in-house team is qualified and the first processes are designed. The setup phase and qualification phase will be accompanied by external consulting. The further project phase from January to September 2021 will also be accompanied by external consulting. Project documents will not be published, but only made available to the bidders against submission of a confidentiality agreement.
The object of the contract is the provision of consulting services in the area of process management and communication/moderation for:- the further qualification of the in-house team in change management,- the support of the in-house team in process improvement,- the cultural anchoring as well as,- the consulting of the management.the external consulting partner provides a project manager who has extensive practical experience in comparable tasks in order to support the internal project management significantly. In particular, a significant contribution to the management of the overall project, ongoing impulses for current developments, necessary and meaningful interventions as well as the motivation and custom-fit support and further development of the in-house team are expected.Further qualification of the in-house team in change managementHigh importance is attached within the project to the sustainable implementation of the established processes. The members of the in-house team are therefore to be enabled to accompany changes professionally and goal-oriented. For this they are to be qualified in particular in:- Acquiring a basic understanding of change work in organisations,- Change management techniques,- Relevant soft skills,- Application of agile methods,- Supporting the in-house team in process improvementThe external consulting is to serve the help to self-help approach pursued in the project. The in-house team is to be supported both professionally and in the accompaniment of the cultural change, whereby the processes are to be developed from the actual to the target together with the process participants from the areas involved in the process. The respective areas are to be supported by the in-house team in the implementation and sustainable anchoring of the processes. In addition to the focus processes of human resources management and procurement, further focus processes are to be developed in the target area. The in-house team is to be supported in this as well as in their implementation.In addition to the work on the processes and their implementation, the further continuous qualification and further development of the in-house team is in the foreground.The decisions on the design and implementation of processes are made with the involvement of the corresponding hierarchical levels, e.g. head of central departments, hospital directorates, chief physicians. In addition to specialist expertise and experience, the consultants employed must also have the appropriate seniority. The main task of the external consultants is not only to ensure the quality of the designed processes, but in particular to ensure adequate progress in the improvement process. Cultural anchoringThe KRH is an association of various originally independent locations. This is reflected in various ways to this day in a high level of site-specific process mapping. The project is also intended to strengthen the KRH as an association and to standardize the integration of processes throughout the Group.previous attempts and plans to optimize processes have often not been able to have a sufficient impact due to pronounced persistence. In this respect, work on the processes should also lead to significant development at the cultural level. This means in particular a common understanding of the process participants about the process-related end-to-end overall context. We expect a consulting partner to develop a roadmap together with the responsible managers of the KRH, which supports the above mentioned goals of the project and is feasible for the KRH. To this end, the consulting partner should be able to demonstrate, on the basis of reliable references, that he has the necessary experience in such projects.During the cooperation, we expect a regular exchange between the consultant and the management of the KRH, in particular the Managing Director for Finance and Infrastructure responsible for the project.This also includes support in the prioritisation of two further focus processes within the administration of the KRH.After completion of the project, the initiative will be transferred to the Central Quality and Risk Management Department and is to be continued there with a reduced number of employees of 3 UK from the in-house team. We expect the external consultant to provide central support in the transfer to the line while maintaining management attention and effectiveness.

Opportunity closing date

11 December 2020

Value of contract

to be confirmed