Hoe kun je als eigenaar, potentiële koper, ontwikkelaar of investeerder weten of een leegstaand kantoorgebouw geschikt is voor herbestemming naar woningen, en of dit functioneel, technisch en financieel haalbaar is? Een belangrijke vraag, zeker in een periode van veel leegstand en een grote vraag naar woningen. Dit hoofdstuk bespreekt de zogenoemde transformatiemeter, een checklist waarmee kan worden bepaald welke kenmerken van de markt, de locatie, het gebouw en betrokken partijen gunstig of ongunstig zijn voor succesvolle transformatie, mogelijke risico’s en hoe deze risico’s gereduceerd kunnen worden. De transformatiemeter is gefaseerd van snel en globaal naar meer gedetailleerd. Voorts wordt de rol van dit instrument besproken in de besluitvorming over een go/no-go: doorgaan met verdere planontwikkeling, of stoppen met onderzoek naar haalbaarheid. Het hoofdstuk sluit af met een korte bespreking van enkele andere instrumenten om de kansen, obstakels en risico’s van herbestemming in kaart te brengen.@en

Seven years ago I wrote a paper about the growing connections between Corporate Real Estate Management (CREM) and Facilities Management (FM) (Van der Voordt, 2017). Last year I coauthored the third edition of a Dutch book on Accommodating People, in which we share insights from practice and research about the main components of CREM/FM strategies and how to implement these strategies in briefing processes, business cases, new building projects and management of buildings-in use (Hoendervanger et al., 2022). In this book, connecting CREM and FM with other disciplines like human resource management, information technology and finance and control is a key concept as well. Due to a growing attention to balancing business needs, end-user needs and societal needs, incorporating the required expertise from different disciplines such as environmental psychology, ergonomics, sustainability, circular building and so on is also highly relevant. [...]@en

How can Corporate Real Estate managers and Facility managers translate an organisation's strategy into a real estate strategy that optimally aligns demand and supply, and adds value in a sustainable and socially responsible way? How to create a positive user experience, taking into account the diversity and dynamics of individual users' needs? How to balance different functional, experiential, architectonical and technical requirements, budget, time, and legal preconditions?

This book discusses Corporate Real Estate (CRE) and Corporate Real Estate Management (CREM) from the perspective of organisations, individual users, other stakeholders, and society. It presents theories, models and methods for analysing demand and supply and the best possible match. It discusses how to implement a CRE strategy by setting up project-based business cases, developing design briefs, and managing CRE interventions and CRE operations. Finally, it describes different options for the organisational design of CREM, sourcing strategies, required competencies, and future prospects.

As such, the book covers the whole life cycle of corporate real estate. It integrates knowledge from different disciplines, including corporate real estate and facility management, environmental psychology, ergonomics, business administration, and many more.

The authors have decades of experience in de field, as practitioners, teachers, and researchers. Jan Gerard Hoendervanger currently works as an independent CRE consultant. Theo van der Voordt is emeritus associate professor in Corporate Real Estate and Facility Management at the Faculty of Architecture, Delft University of Technology. Jaap Wijnja is lecturer and researcher at Hanze University of Applied Sciences, Institute of Facility Management.@en

A red thread in my academic carrier of over 40 years is the development and sharing of knowledge about the experience and use of the built environment, including offices, health care facilities, childcare facilities, learning environments, housing, and public spaces. The latter is currently part of urban FM. My main drive to do this for such a long time is the willingness to contribute to an environment that enables people to conduct their activities in a satisfactory, comfortable, efficient and effective way, and that fits with the preferences, needs and values of organizations, customers, end users and society as a whole. In other words: to contribute to user-centered and value-based briefing, design, management, evaluation and further improvement of buildings, facilities and services.@en

The very purpose of management is to achieve desired goals. Management ensures that planes fly, the sick are healed, or peace is maintained. Management in the built environment ensures that the built environment fits with user requirements, during operation and (re-)development. Management needs feedback on whether its area of attention is moving in the right direction and the desired goals are reached. Performance measurement provides that feedback. Performance, as used in this textbook, is the extent to which the current state of a focus area corresponds to its desired state. The concept is very familiar to all of us: we check performance naturally and frequently throughout the day as we examine whether our actions have produced the desired results and use this information to plan new actions. For example, when preparing a meal, we frequently check that the vegetables are cooking according to the recipe (performance measurement) and appropriately adjust the heat of the oven (performance management). This textbook focuses on the technique of performance measurement, with occasional references to what management can do with the results of performance measurement.@en

Op 4 Oktober promoveerde Susanne Colenberg aan de TU Delft op haar studie BEYOND THE COFFEE CORNER - Workplace design and social well-being. Het proefschrift is helder gestructureerd en zowel theoretisch interessant als relevant voor de praktijk.@en

Ingrepen in huisvesting gaan vaak gepaard met forse investeringen. Een businesscase moet inzicht geven in een gezonde verhouding tussen kosten en baten. Maar welke kosten en baten worden precies meegenomen? En wat is gezond? Professionalisering van het vakgebied vraagt om verbreding van de scope, waarbij een scala aan invalshoeken, effecten, stakeholdersbelangen en een langere tijdshorizon in de afweging worden meegenomen.@en

Behalve voor flexibele, activiteit-gerelateerde werkomgevingen, hybride werken en slimme, gezonde en duurzame kantoren tekent zich ook een toenemende belangstelling af voor coherente kantoren. Dit artikel beschrijft wat dit concept inhoudt en hoe gebouweigenschappen en workplace management hieraan kunnen bijdragen. Het laat ook zien dat verschillende dilemma’s niet eenvoudig zijn op te lossen.@en

In dit hoofdstuk staat het perspectief van de organisatie, als gebruiker en huurder of eigenaar van huisvesting, centraal. Hoe kijkt de strategische top van een organisatie naar huisvesting in relatie tot organisatiedoelen, bedrijfseconomische impact en risico’s? Hoe kan huisvesting een organisatie optimaal ondersteunen? Het antwoord op deze vragen vloeit deels voort uit het primaire proces (de bedrijfsactiviteiten, mensen en middelen) en deels uit de visie, missie en organisatiestrategie. Bij een goede koppeling tussen de organisatiestrategie en de huisvestingsstrategie kan huisvesting toegevoegde waarde genereren. Dit is voor elke organisatie een kwestie van maatwerk.@en

In dit boek staat de dynamische afstemming tussen vraag en aanbod van huisvesting centraal, vanuit het perspectief van de gebruiker. Het boek doorloopt de gehele cyclus van strategie ontwikkeling en vraagspecificaties - in de vorm van programma’s van eisen en value-based business cases - tot duurzaam en circulair muteren en exploiteren van gebouwen, werkomgevingen en vastgoedportfolio’s. Belangrijke vragen waarop het boek antwoorden geeft zijn onder meer: hoe kan de strategie van een organisatie worden vertaald in een huisvestingsstrategie die toegevoegde waarde oplevert en zorgt voor een duurzaam evenwicht tussen de dynamische vraag en het statische aanbod? Hoe kan een positieve gebruikerservaring worden gerealiseerd, rekening houdend met uiteenlopende en veranderende behoeften van mensen die de huisvesting gebruiken? Wat is er nodig om de prestaties van de huisvesting goed te monitoren, in stand te houden en te optimaliseren? Veel aandacht wordt besteed aan de integrale afweging tussen functionele kwaliteit, esthetische aspecten, gezondheid en welbevinden, experience value (o.a. gastvrijheidsbeleving), bouwtechnische en bouwfysische prestaties en duurzaamheid, en de zoektocht naar een optimale balans tussen kosten, risico’s en toegevoegde waarde van ontwerp- en managementkeuzes. In deze derde druk wordt nóg meer nadruk gelegd op de integratie van waarden, behoeften en belangen van organisaties als geheel, van de individuele eindgebruikers en van de maatschappij. Praktijkvoorbeelden komen uit de kantorensector, onderwijs, zorg, cultuur en retail & leisure. @en

Architectural design may be defined as a synthesis of form, function, and technology, in a particular context, taking into account legal and financial preconditions. This book shows the need to also incorporate societal values. In the area of Corporate Real Estate Management (CREM) and Facilities Management (FM), a growing awareness comes to the fore, how buildings, facilities, and services can add value for clients, end-users, other stakeholders, and society as a whole. Adding value through well-thought design and management choices in the development of new buildings or interventions in buildings-in-use regards its contribution to the fulfilment of organisational objectives, end-user needs, interests of other stakeholders, and societal values. This chapter aims to connect both worlds by presenting findings from the CREM/FM field that may be incorporated in architectural design. It discusses twelve types of added value, possible conflicts and synergy between different values, and criteria for prioritisation. It also presents a step-by-step model to support value adding design and management processes. Incorporating societal values and values of clients and end-users is a prerequisite for socially responsible and user-centred design and management. Teaching students this way may help to provide a sustainable built environment that fits with people’s needs and interests. The chapter ends with some suggestions on how to teach value-sensitive design and management of buildings and facilities.@en

In augustus verschijnt de derde druk van het standaardwerk Huisvestingsmanagement: van strategie tot exploitatie. In dit artikel geven de auteurs een voorproefje van enkele highlights.@en

Blog@en

The last decades show a growing interest in the impact of buildings, facilities and services on health and wellbeing. This paper aims to present different design concepts that have been developed to support health and wellbeing of the end users, such as healing environments and healthy offices, or to avoid negative impacts, such as the Sick Building Syndrome and toxic workplaces. Each concept is supported by a selection of references to available evidence of its influence. The paper is based on an extensive narrative literature review of buildings and facilities related publications on how to provide healthy environments, with a focus on offices and health care facilities. The discussed design concepts have much in common, but also different focus points, Overall it is shown that a variety of building design characteristics - spatial layout, indoor climate, interior design, finishing, contact with nature - affect the health and wellbeing of building users. Facilities such as desk bikes and plants and services such as healthy food and drinks or healthy behaviour stimulating programs have a positive impact as well. As a consequence, the design and management of healthy environments needs a multidisciplinary approach and collaboration between designers, corporate real estate and facility managers, human resource managers, IT specialists, and the involvement of different stakeholder such as clients and end users.@en

The five-stage real estate evolutionary model of Michael Joroff, Marc Louagrand and Sandra Lambert dates back to more than 25 years ago. This maturity model outlines five development stages in corporate real estate management (CREM). According to these stages, CREM changes from technical to strategic, from taskmaster to business strategist, and from engineering buildings, minimising costs, standardising usage and matching market options to convening the workforce. This model can be used as a framework against which professionals can share and evaluate their experiences and discuss their dilemmas in CREM and workplace management. Considering the developments in the last two decades, a sixth stage has been added to this model, which defines the role of a ‘business & user strategist’ as someone who creates work environments that support work practices and enables or enhances behavioural change, in alignment with both corporate goals and employee needs and preferences. To be able to fulfil the role of business & user strategist, psychological aspects of the interactions between people and their work environment need to be taken into account.@en

Een gezonde werkomgeving vraagt om méér dan een Corona-bestendig gebouw. Dit artikel bespreekt verschillende ontwerp- en management concepten die kunnen bijdragen aan gezondheid en welbevinden van de eindgebruikers. Het laat ook zien dat een gezond gebouw bij kan dragen aan een hogere tevredenheid en productiviteit van de medewerkers en op termijn kostenefficiënt uitpakt.@en

This chapter presents a theory about the added value of buildings, workplaces, facilities and services. Traditionally, value is mainly associated with financial parameters. This chapter presents a more holistic approach. It explains the meaning of value and discusses different value types and value parameters. It shows that prioritized values depend on culture, time, context, and who is involved. Furthermore, it presents a Value Adding Facilities and Corporate Real Estate Management process model. This VAM model guides decision makers through the process of adding value in four steps, from identification of performance gaps, objectives for improvement and selection of appropriate interventions to its implementation and a check on whether the objectives have been attained, what value has been added to whom, and which Key Performance Indicators are most appropriate to measure the added value by FM and CREM. Next, the chapter shows how this VAM theory is or can be applied in workplace studies and practice.@en

Purpose: This paper aims to explore the added value of healthy workplaces for employees and organizations, in particular regarding employee satisfaction, labour productivity and facility cost. Design/methodology/approach: The paper is based on a narrative review of journal papers and other sources covering the fields of building research, corporate real estate management, facilities management, environmental psychology and ergonomics. Findings: The review supports the assumption of positive impacts of appropriate building characteristics on health, satisfaction and productivity. Correlations between these impacts are still underexposed. Data on cost and economic benefits of healthy workplace characteristics is limited, and mainly regard reduced sickness absence. The discussed papers indicate that investing in healthy work environments is cost-effective. Originality/value: The findings contribute to a better understanding of the complex relationships between physical characteristics of the environment and health, satisfaction, productivity and costs. These insights can be used to assess work environments on these topics, and to identify appropriate interventions in value-adding management of buildings and facilities.

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