Only when a building has been built it becomes clear if the building works as expected and if the objectives of the clients, customers, end users and other stakeholders are attained. If not, it is difficult and costly to adapt a building-in-use to fit with the needs and interests of the stakeholders. This paper explores how some of the pre-set goals and objectives can be assessed ex ante, in the design phase, before it is built. The paper focuses on six aspects that are perceived as most important to support patient satisfaction: view on nature, way-finding, daylight, visibility of patient areas from reception desks, privacy and communication between medical staff and patients, and noise reduction (Ulrich et al., 2008). An analysis of available assessment tools showed that research by drawing and the use of Space Syntax methods is an adequate means to visualize the strengths and weaknesses of floor plansin relation to spatial user-experience. This approach is illustrated by an assessment of a nursing ward of the Deventer hospital in the Netherlands. This building has been built in the period 2004-2008 and is recognized as a leading hospital regarding hospitality.@en

Objectives: To explore how hospital real estate can add value to the health care organisation , which values are prioritized in practice, and why. Background: Dutch healthcare organisations are self-responsible for the costs and benefits of their accommodation. Meanwhile, a lively debate is going on about possible added values of corporate and public real estate in the fields of Corporate Real Estate Management and Facility Management. This paper connects both worlds and compares insights from literature with experiences from practice. Methods: Added Values extracted from literature have been discussed with 15 CEOs and project leaders of recently newly build hospitals in the Netherlands. Interviewees were asked: (1) which values are included in the design and management of their hospital and why; (2) to prioritize most important values from a list of nine predefined values and; (3) to explain how the chosen real estate decisions are supposed to support organisational objectives. Results: Stimulating innovation, user satisfaction and improving organisational culture are most highly valued, followed by improving productivity, reducing building costs and creating building flexibility. Image, risk control and financing possibilities got lower rankings. The findings have been used to develop a value-impact matrix that connects nine values to various stakeholders and possible interventions. Conclusion: The findings and the value-impact matrix can make different stakeholders aware of many possible added values of hospital real estate, potential synergy and conflicts between different values, and how to steer on value add in different phases of the life cycle.@en

De zorgsector is continu aan veranderingen onderhevig. Dat leidt tot veel onzekerheid. Wat betekenen de vele veranderingen voor de fysieke zorginfrastructuur? Hoe vertaal je nieuwe visies op zorg, schuivende organisatiedoelstellingen en technologische innovaties in strategische oplossingen voor de veranderende vraag naar zorgvastgoed? Zet een stel experts bij elkaar en je krijgt veel antwoorden. Het levert ook veel nieuwe vragen op voor beleidsmakers en ontwerpers.@en