Creating excellence together: Change process in administration
In 2024, the comprehensive change process in the administrative structures of Heidelberg University Hospital (UKHD) continued, focusing on cooperation, transparency, and service orientation. The further development of competencies and structures takes into account the enormous growth of the company, the upcoming merger with the University Medical Center Mannheim (UMM), and the continuous expansion of the cooperation network.
A key example of this development is the Construction and Technology division, the Campus Infrastructure Management (CIM) business unit. This division combines structures that are now responsible for around 360 employees, a total budget of around €50 million, and energy costs. The entire life cycle of a building – from planning to operation, including building and medical technology, to demolition – is handled here from a single source. The most prominent projects undoubtedly include the new construction of the Heart Center, which, at around €580 million, is the largest construction project in the state under the auspices of a university hospital, as well as the takeover of the combined heat, power, and cooling plant in spring 2025, which supplies the entire medical and science campus in Neuenheimer Feld.
Innovative approaches have also been taken in other areas, such as the establishment of the budget negotiations unit in the Controlling division. A highly specialized team has been set up here, which also advises external hospitals and supports our cooperation partners as a competent contact in achieving the best possible revenue situation in a fair exchange with the cost bearers. The team is now in demand far beyond our own institution and contributes to its own refinancing with its expertise.
In the Human Resources Management division, the Personnel Support department has been restructured with a view to the future, and other areas will follow gradually. The aim is to develop human resources work into a strategic partner for the departments in the sense of HR business partners. The consistent focus on the “one face to the customer” principle has intensified the proximity to the clinics and specialist departments. The aim is to anchor a tangible understanding of the Human Resources department as an active shaper and companion of change at the UKHD.
The change process in administration is thus much more than a reaction to external constraints: it focuses on transparency, service orientation, and cooperation. We would therefore like to thank everyone involved for their commitment and willingness to break new ground. The continuous development of structures, the strengthening of the management teams, and the consistent focus on service orientation ensure that the University Medical Center will continue to meet the increasing demands of the future.