How an Interim Change Manager realigned the Facility Management of Städtisches Klinikum Braunschweig
For an assignment in the Facility Management of a major municipal hospital in Braunschweig, an Interim Change Manager from the HANSE Interim network was engaged to apply his extensive experience in transformation and organisational development. The task: create transparency, modernise structures, professionalise processes and prepare the department for a possible carve out.
Initial Situation
Städtisches Klinikum Braunschweig is building a new central hospital to serve a region of around 1.5 million residents. The project is part of a broader identity shaping change process that affects all 4,200 employees and every organisational unit of the hospital.
For staff and the numerous departments involved, the programme is complex. The Facility Management of skbs is at the centre of multiple construction, IT and organisational questions. At the same time, a concept for modernisation and a potential carve out needed to be developed.
Step 1: Analysis and Structuring
The assignment began with a comprehensive analysis of the Facility Management environment. This included a review of existing contracts, an assessment of ongoing projects, interviews with managers and a prioritisation of all topics within skbs. A reporting system for the management team was introduced to increase transparency and support timely decision making.
Step 2: Implementation of Prioritised Measures
Based on the analysis, specific work packages were defined and implemented. Examples include:
CAiFM Roll-out
- Master planning document with milestones
- Regular programme reviews
- Clarification of interfaces to SAP, IT, data protection and the works council
- Role definitions and structured approval processes
Benefit: The project is now progressing in line with the agreed plan.
Building Information Modeling (BIM)
- Assessment of the current state
- Adjustment of project objectives
- Supplier presentation of modern BIM solutions
Benefit: Delivery of a functional specification for the public tender.
Project Management with MS Project
- Training for all employees
- Definition of standard processes for new build and refurbishment
- Integration of these processes into MS Project
- Development of a system supported reporting framework
Benefit: A validated solution for project management in the FM department.
Contract Management
- Preparation and execution of tender processes
- Direct supplier coordination
- Support for contract signing, including energy consulting, electrical safety and fire protection
Benefit: Efficient and compliant contract conclusions.
Collaboration with a Law Firm
- Preparation and execution of tender processes
- Direct supplier coordination
- Support for contract signing, including energy consulting, electrical safety and fire protection
Benefit: Efficient and compliant contract conclusions.
Job Descriptions and Work Instructions
- Definition of key FM roles
- Clarification of responsibilities and interfaces
Benefit: Transparent roles and clear allocation of tasks.
Supply Chain Due Diligence Act (LkSG)
- Clarification of the implementation requirements for the hospital
- Contribution to process design in case of compliance breaches
Benefit: Centralised evaluation within the internal audit function and uniform processes.
Transformation Concept for the Potential Carve Out
Together with a colleague, the Interim Change Manager developed a concept for the modernisation and potential carve out of the Facility Management into a separate entity. Five transformation phases and six dimensions of change form the framework for future development.
Dimensions of Change
Conclusion
The Interim Change Manager highlights the close and trusting collaboration with managers, employees and suppliers of Städtisches Klinikum Braunschweig as a key success factor.
Today, the Facility Management of skbs is structurally and organisationally on track to achieve its intended development.
Jochen von der Lieth
Best regards
Yours HANSE Interim Management
Andreas Lau
