Relocation Management

Successful relocation to one of Bavaria's largest new hospital buildings

More than ten years of planning and construction work on the new RoMed Wasserburg am Inn hospital culminated in a three-day relocation while the hospital remained open. This was planned over a period of more than a year, from clearing out the old building and transporting patients to setting up the new building.

The strategic relocation management was carried out in close cooperation between the team at RoMed Kliniken Wasserburg and the company 2perspectives. Thanks to intensive preparation and careful planning, the new hospital with its 130 beds was able to commence regular operations seamlessly in December 2022.

Background: Shaping the future without interruption

The old hospital site had served the community well for decades. However, the new building presented an opportunity to consistently align medicine, processes, and working conditions with the future.

The challenge:

• Relocation while the hospital remained in operation
• No interruption to critical care structures
• Tight time frames and the highest safety requirements
• A large number of professional groups and interfaces involved

From clearing out the old building and transporting patients to the complete commissioning of the new building, every step had to be precisely planned, prioritized, and coordinated.

Challenging conditions, clearly structured solution

The entire move was scheduled to take place over a three-day period from Friday to Sunday—deliberately planned to be compact in order to minimize disruption for patients and staff.

The following factors were crucial to the success of the project:

• Interdisciplinary cooperation between all professional groups
• clearly defined processes, priorities, and responsibilities
• a detailed relocation and emergency plan for all critical areas
• continuous coordination and transparency for all involved

This is where 2perspectives contributed its experience in strategic relocation management – from process planning to operational control on site.

The move – precisely timed, safely executed

Friday, 8:00 a.m.:

The first medical devices, materials, and boxes leave the old building. The focus is on the laboratory, administration, and medical technology – everything needed as a basis for the patient move on Saturday. At the same time, intensive preparations are underway in the new building, especially for the critical areas of the operating room, recovery room, emergency room, and intensive care unit.

An initial assessment on Friday evening shows that there are some minor challenges, but they are all solvable. The new building is ready.

Saturday, from 9:00 a.m.:

All emergency vehicles are ready, final checks have been carried out, and last-minute coordination has been completed. Then the first patient rolls into the new building – greeted with a warm
“Welcome to the new Wasserburg building.”

From this moment on, everything falls into place. Patient after patient is safely transferred, the new building fills with life, while the lights gradually go out in the old building. By noon, all patients have arrived, the emergency teams and double standby teams in the old building are gradually being disbanded, and the emergency room in the new building is gently starting to operate – the first patients who can walk are already being treated.

Sunday:

With a look back and much anticipation, the management walks through the old building one last time. In the evening, it is symbolically closed – with the note: “We have moved.”

Result: A mammoth project that sets an example

The relocation of the RoMed Clinic in Wasserburg impressively demonstrates what is possible when strategic planning, operational excellence, and genuine teamwork come together:

• No interruption in care
• High patient safety throughout the entire relocation
• On-time commissioning of the new building
• Motivated teams and a smooth start to the future