title: Translating visions into realities.
abstract: The overall vision and the building concept. The overall vision with individual buildings that have focal points for the related medical treatment may seem to increase both investment and operational cost, especially in the period until the total hospital is finished (2014). The slogan "Better services at lower cost" is probably a vision that will prove to be hard to fulfil. But the patients will probably be the long-term winners with single rooms with bathroom, high standards of service, good architecture and a pleasant environment. The challenge will be to get the necessary funding for running the hospital. The planning process and project management Many interviewees indicate how difficult it is to combine many functions and requirements in one building concept. Different architectural, technical, functional and economic interests will often cause conflict. The project organisation HBMN was organised outside the administration of both STOLAV and HMN. A closer connection and better co-operation with STOLAV may have resulted in more influence from the medical employees. It is probably fair to anticipate that the medical employees would have felt more ownership of the process and thus be more satisfied with the concept and the result. On the other hand the organisation of the project outside the hospital administration may have contributed to better control and more professional management of the construction project. The management for planning and building (technical programme, environmental programme, aesthetical The need for control on site was probably underestimated. For STOLAV technical department (TD) the building process has been time-consuming by giving support, making controls and preparing the take-over phase. But during this process they have become better trained to run and operate the new centres. The commissioning phase has been a challenging time. There were generally more changes, supplementation and claims than anticipated. The investment costs are nearly on budget, but the concept will have a negative effect on the running costs of the hospital. The budgets for running both the old and new hospital until phase 2 is finished have not been calculated properly and can reduce the level of ambition in the further process. The moving in phase was a little postponed for some of the centres. Only the laboratory centre has moved in on time. It was realised immediately that the buildings services had not been tested out and adjusted properly. In addition it was acknowledged that there should have been a better training programme for the new organisation before moving in. This situation was extremely challenging for the medical employees. With experience from building phase 1, HBMN decided to change the contract model for building phase 2 to a partnering process. That means higher involvement of suppliers and subcontractors with a goal to improve both quality and efficiency. A greater involvement of all participants is needed to share the risk but also reduce costs.
authors.affiliation: SINTEF Building and Infrastructure.
authors.forename: Arne
authors.initials: A
authors.lastname: Nesje
mesh_terms: D017598:Efficiency, Organizational; D006749:Hospital Design and Construction; D009664:Norway; D019982:Organizational Case Studies