Healthcare

Is your organisation active in healthcare?  If so, you will not need us to tell you that market forces and the mechanisms of supply and demand are playing an increasingly dominant role in your activities.  Custom Management has been engaged in projects in the healthcare sector right from the outset, but in recent years we have increasingly noticed how our expertise in the profit sector has been a significant factor in the successful outcome of our projects in the healthcare setting.

With our feel for human capital and an eye on the equilibrium between quality and operational requirements, we are well-equipped to offer solutions to process bottlenecks and other common problem areas in healthcare.  This has led to a substantial expansion of the Healthcare Group within Custom Management in recent years.  The Group is made up of experts in the field, whose knowledge of specific healthcare processes is as broad as it is deep.

We carry out assignments for organisations in sectors like nursing, psychiatry, care of the mentally handicapped, home care, care of the elderly (in care and nursing homes) and in youth care.

A number of successfully completed assignments in the healthcare sector are described below.

Healthcare Manager for a nationally active agency for the mentally handicapped.

The problem: objectives and positioning of the agency not defined sharply enough, staff motivation less than optimal.

CM's involvement: crucial issues were described more precisely and in a client-oriented manner.

Outcome: the client-centred approach was adopted with increased enthusiasm, significantly increasing staff motivation with a consequent improvement in results  from activities.

Director of the shared central services department of a nationally active agency for the mentally handicapped.

CM's involvement: significantly improved collaboration within the MT, and a new plan  for shrinkage and decentralisation of central services was developed and implemented.

Director of the Home Care division of a major Nursing, Care and Home Care agency.

The problem: acute problem with losses and a bogged-down rationalisation project.

CM's involvement: rationalisation implemented, loss-generating products abandoned and improvements of financial administrative processes. Outcome: productivity increased by 15%, figures taken out of the red and a sound management information system created.

Manager of a regional mental health care agency's Long-term Care cluster .

CM's involvement: a deadlocked decentralisation project was quickly put back on track, a crisis of confidence overcome, and the cluster merged with the Geriatric Care cluster.

General Director of an agency  caring for people with a mental handicap.

The problem: a management crisis and acute financial problems.

CM's involvement: the crisis was resolved, and the agency merged with a sound financial institution, while retaining its identity. This also delivered the necessary managerial and administrative expertise.

Chair of the General Management Board of an agency for the care of the elderly.

The problem: an (excessively) small institution in financial and operational difficulties, and eventually placed in receivership.

CM's involvement: the relationship with supervisory bodies was normalised and operations improved by means of a targeted action plan, and following rationalisation of the accounts, the agency was taken over by a more professionally-run care provider.