The change in the philosophy of control of public organizations due to the modernization of budgets and accounting, the constant need for consolidation, the predictable lack of qualified personnel and the constantly growing demands for the quality and quantity of public and social services have led to the need for comprehensive organizational and institutional adjustments to the way public and charitable work is performed.

More flexible personnel, organizational and financial structures, increased integration of organizational controls and personnel management and the use of modern instruments for the performance of state functions are therefore key levers that must be strived for in developing innovative and future solutions. The development of these solutions is a key challenge for management, political authorities and employees of public and non-profit institutions.

BDO's experienced team supports clients affected by this by optimizing the organization of individual sectors and supporting the transfer of professional tasks from central administration to separate institutions and entities:

Assessment and realignment of task portfolios and organizational units – for example, in terms of alignment with strategy, profitability, staffing requirements and technical and political impacts of economic analysis, measurement and evaluation of staffing needs
Establishing an optimized structure of organizations within local authorities and companies, taking into account the business model, legal framework and monetary requirements
Professional, organizational and technical improvement of work processes - for example, through process analysis as a central approach to the strategic reorientation of the portfolio of tasks of public organizations, or by creating organizational manuals both in interdisciplinary departments and in departments for providing services based on common standards (e.g. DIN EN ISO 9000 and further, ITIL)
Modelling and supporting the establishment of service companies and service centres - for example, to reduce staff costs and improve the efficiency of interdisciplinary departments such as accounting and IT (as models for cooperation and mergers in the execution of tasks - for example, intra- and inter-municipal cooperation) or for non-profit organizations to ensure the demarcation of voluntary and commercial areas
Implementation of regulatory analyzes of costs on individual state measures to reduce the administrative burden
Analysis, design and optimization of investment management in municipalities, including operational design of investment control