De transformatie van kantoren naar residentiële ruimtes is een belangrijk onderwerp in de context van de huidige woningnood en stedelijke regeneratie. Deze transformatie omvat diverse financiële aspecten die zowel kansen als uitdagingen bieden voor ontwikkelaars. Wanneer er puur wordt gekeken naar de financiële haalbaarheid van een transformatieproject is er steeds een uitdaging (Geraedts & Van der Voordt 2004). De opportuniteit van de transformatie zit in het maximaal hergebruiken wat er reeds aanwezig is. Dit om zowel duurzame als circulaire doelstellingen te verwezenlijken. Echter vanuit een puur financieel perspectief is dit niet altijd even eenvoudig. Bestaande bouwstructuren leggen randvoorwaarden op aan het project die tot suboptimale eindresultaten kunnen leiden na transformatie. Wanneer er dan enkel een financiële waardebepaling wordt gemaakt, zoals deze vandaag gangbaar is op de markt, kan het project niet de gewenste rendementen halen. De sleutel zit in de waardebepaling, die zowel een financiële als een maatschappelijke component moet bevatten (Remøy & Van der Voordt 2007). Alleen een integrale afweging leidt tot een gedegen inzicht in de haalbaarheid van toekomstbestendige (transformatie)projecten.

Purpose – The Delft University of Technology adapted their sustainable mission and wants to apply it also to the corporate real estate management. To allow decision making based upon a more integral approach in a long term perspective a choice is made for total cost of ownership. The benevolent project managers, asset managers, facility managers and financial account managers then ask for data, where they actually need a compass to interpret that data. The purpose of this paper is to find that compass. Design/methodology/approach – A theory-practice oriented approach is followed. Literature review is conducted to identify the need for a new economy that distances itself from the outdated neo-liberal models and gives space to a material-driven circular economy on the one hand and the more pragmatic life-cycle cost (total cost of ownership) approach on the other. Findings – It seems that the donut economy offers the compass that the practice currently needs. It offers scope for making assumptions in a period in which people know which way things are going and at the same time want to have 'hard data'. Quality/value – The study has the potential to support the university real estate management in its aim to meet their sustainable mission and to set a general approach. It will contribute to a larger research on this topic.

Comparison of 8 years cases of the course BK6ON5 to underline the collaboration between municipalities and students within a role play on area development

Handbooks on strategic real estate management are generally based on four strategies for functional adjustment of the building: Conversion, expansion, renovation and adaptive reuse. And on a strategic level, this classification in adjustment strategies does work for real estate in general. But when looking at Dutch primary schools as a specific type of real estate, reality can be and is more nuanced. Other accommodation strategies came to the fore in a study into the spatial adaptation of primary schools and children’s centres in the Netherlands. An analysis of 100 school buildings studied in the Atlas of School Building (published in Dutch as Scholenbouwatlas) revealed that nine main strategies were prevalent in practice. This refinement of the strategies fits (better) with integrated conversion actions of primary schools in which several aspects are solved together. In the following article these strategies are analysed and discussed in a theoretical context. The conclusion of the analyses is that the existing general models in the strategic handling of the building stock in the case of specific real estate of primary schools can be refined.

This article will contribute to filling the knowledge gap about learning from group methods in (urban and regional) design education, with action research results based on real teaching activities in TU Delft, Faculty of Architecture and the Built Environment (A&BE), conducted and coordinated by the authors. Constructive alignment of the teaching triangle and feedbacks from students are used to assess the necessity and effectiveness of group work in achieving learning objectives in the chosen courses. The conclusions of the article focus on pros and cons of group-working in urban and regional design education, with highlighted common challenges in implementing group work, such as proper distribution of workload among group members and assessing individual performance, as well as specific challenges of certain courses, such as stimulating ‘out of the box thinking’ in the setting of ‘role play’ and supervising interdisciplinary groups in the setting of research and design studio.

The challenges facing project managers and real estate practitioners are increasingly characterised by their high degree of complexity, involving unexpected, uncertain, unstable or unique situations. Sustainable projects increase this complexity due to the need to integrate an even wider range of criteria and stakeholders. It is therefore necessary that students are trained to deal with these problems. For many years these skills are taught through The Management Game. Groups of students are assigned complex problems which require a multi-disciplinary design approach. The Game has evolved through time, and is now taught in different forms at both BSc and Master’s levels. The intention is to provide students with an opportunity to apply design thinking and managerial knowledge to contemporary complex urban problems, and to learn from their own experience in dealing with them. This paper re-establishes theoretical foundations for the game in contemporary theories of design, reflection and learning.

A conceptual framework is developed to explicate the design process. The 5 contributing elements are distinguished:
•generic elements in the design process,
•concepts of reflection-in-action,
•design-thinking
•managing as designing
•policy gaming

The management game not only bridges design and built environment management education, but also exemplifies the advantage teaching built environment management in an architectural context. Students learn to develop solutions for the contemporary complex challenges facing obsolescent and unsustainable urban areas, for which a proper understandings of building design and the market are essential.

The education of managers of building projects should focus in increasing the effectiveness of individual actors within the broader social context. This focus on personal awareness, design, performance and reflection makes the approach ideal for the education of students and professionals. By focusing on the higher level actions we avoid losing ourselves in chasing the ever changing body of management tools and techniques which will face anyone in the field, and concentrate on those cognitive and social skills that will be required for making sustainability in building projects possible.

The Management Game is a highly valued element in our curriculum. By making this design approach more explicit, and providing a contemporary theoretical framework, we intend to make the course more valuable to the academic community at large.

Due to structural changes in laws and regulations and ways of financing, Dutch health care organisations are in a phase of reorientation and transition. As such, many strategical issues have to be solved that will influence their corporate real estate strategy. In such a dynamic context real estate represents a high risk. The transition requires increased transparency and understanding of performance. The current Dutch situation can be described as: •Increased vacancy arouses. Hypothesis: Health care organisations prevent vacancy by disposing of or reinvestments in existing locations, with improved quality of the remaining real estate. •Lower rates and increased uncertainty. Hypothesis: The response will consists of increased focus, demanding a proper preparation. •A growing dilemma of lower budget for real estate and high need for investments. Hypothesis: The level of available financial resources for the renewal of the stock and guaranteed sound management is questionable. The purpose of the research is to test these hypotheses in order to gain a better understanding of the qualitative and quantitative (financial) mutations in health care real estate and to bridge the gap between the current supply and the future demand. To which extent are Dutch health care organisations ready to realise the transition by the introduction of new concepts, in order to meet the future demand of health care real estate? Based on a survey, relevant real estate related data including performance parameters has been collected by AAG, a consultancy firm and shared service centre for health and care, in 2015 and 2016. This database is the starting point for benchmark analyses on the resilience and flexibility of health care organisations to provide the required transition. The data include qualitative data about the location, building, and user experience, and quantitative information (financial, physical, features). Mapping the current situation (IST) generates a better understanding of the (im)possibilities of the health care real estate in the Netherlands (1). In order to forecast the effects of the transition it is necessary to use future scenarios (SOLL) to reveal resilience and flexibility (2). Such scenarios are qualitative as well as quantitative – determining the possible maximum investment and improvement (3). These scenarios will be hold against the actual plans of the health care organisation (4).

In the Netherlands fourteen publicly funded research universities accommodate more than 270.000 students and 53.000 staff members - together they manage about 4,4 million m2 Campus NL (gross floor area, data 2015/2016). This paper elaborates on past, present and future of Campus NL, based on literature, previous campus research - including Den Heijer's dissertation (2011) - analysis of recent (campus) strategy documents and interviews in 2016 with more than 35 campus directors, policy makers and board members of the fourteen Dutch universities. The results of this research are presented in four steps, aligning with the four tasks to design an accommodation strategy (DAS steps): (step 1) assessing the campus anno 2016, compared to 2006 and clarified with historical background, (step 2) exploring changing demand, based on developments in society and higher education, (step 3) generating future models, derived from ten campus trends and (step 4) defining strategic choices for Campus NL and their functional, financial and physical consequences for universities. This research report covers subjects like the changing academic place to learn and work, the total costs of (campus) ownership and sustainable campus ambitions.

The adaptive capacity of buildings is considered to be a crucial component when looking into the sustainability of the real estate stock (Hermans e.a., 2014). Market developments show increased demands for flexibility and sustainability by users and owners of buildings. Since 2014 a research project at the Delft University of Technology has been investigating the adaptive capacity of buildings. One of the interim results included an instrument to assess the adaptive capacity of buildings. The last version of this instrument FLEX 4.0 was presented in detail at the SBE16 Tallinn Conference, Build Green and Renovate Deep (Geraedts, 2016), including all flexibility key performance indicators. Another important research question to be answered in this continuous research project was: “Which flexibility measures have been actually used in practice by the (re)developers of office buildings”? To answer this question use has been made of all possible flexibility measures from the described FLEX instrument. The implementation of these possible flexibility measures was discussed with experts from practice and finally two in-depth case studies were performed in Amsterdam (Tuzgöl, 2016). This paper presents the final results of this research. They have led to a specific advice to project developers which flexibility measures should be applied at all times, which measures have been barely or not used at all in practice and therefore not recommended to apply, and finally which measures have not been applied but however desired by the project developers.