Description
In times of increasing life expectancy, the needs of people as they grow older – from so-called “best agers” to people in very old age with help at home or inpatient care – are becoming ever more diverse. The developers and operators of inpatient care facilities, such as property developers, housing associations or self-build communities for multi-generational housing concepts, need to adopt holistic approaches in order to address the needs of different users – especially as the cost of building and operating these facilities rises.
Buildings and properties are long-term projects. After completion, they are typically used for many decades. Their construction, too, is time-consuming: the process from conception through the various planning stages to completion can easily take several years. In the overall lifetime of a building, the operation phase over a period of 30 to 50 years is by far the longest. While clients and planners generally focus on the planning and construction phases, the life cycle of a property – until the end of its useful lifetime – has a total of five phases: the development phase, planning phase, realisation phase, documentation phase and operation phase.
Holistic planning and operation within the life cycle of a property
The development phase is the very beginning of a project and of a property’s life cycle. A project may involve the conversion and restructuring of existing buildings, or the construction of a new building or replacement building. In this initial phase, various aspects are examined in preparation for the subsequent planning phase and to determine the legal, economic, technical and organisational feasibility of the project. As this phase spans the period from the project inception to the concrete outlining of the building objective, this phase is also often described as “phase 0”. It is at this stage that boundaries and conditions are defined for the later running of the building, and also where the ability to influence the final operating costs is at its greatest.
In this early project phase, it is especially important to involve relevant competent experts alongside the architect, such as specialist lawyers, financial experts, consultants on barrier-free construction or specialists for building conservation or smart home infrastructure. Together with these experts, possible conceptual variants are then discussed and evaluated, before being formulated in a target plan. The result of this phase is a detailed feasibility study and target plan that can serve as a basis for decisions to come, and to make any necessary preparations in good time. Studies must include a breakdown of the spaces and needs of the prospective users and the different user groups (in a nursing home for example, the residents, relatives, staff etc.), an analysis of the economic feasibility and profitability of the project, along with any statutory planning constraints and existing buildings on the site. Based on this, a more detailed study of the possible options – e.g. converting and renovating versus replacing and rebuilding – can be undertaken to determine the best possible solution.
In the subsequent planning phase, the project idea takes on concrete form. This phase encompasses the signing of planning and building contracts, the design and detail planning, the planning application and subsequent permission, detailing of costs (cost estimate followed by cost calculation), the specification and financing, along with the scheduling of the project. The realisation phase that follows begins from the moment ground is broken and continues until the completed building is handed over to the client or users. The transition from construction to operation phase is often underestimated: it encompasses not only the acceptance of the works and remediation of faults but also the award of maintenance and service contracts and, during the so-called “pre-opening phase”, the involvement of rental agents and marketing. Likewise, putting a building into operation can require meticulous preparation, especially in buildings with complex technical installations (such as hospitals, hotels and care homes). For developers and planners, and often for clients, this period may seem like a passive phase, but it is actually a period in which active management is especially necessary. An active maintenance management plan and ongoing analysis of running costs can help optimise the use of the building and ensure it retains its value.
The importance of “phase 0”
In the property sector – for new projects as well as upgrading existing building stock – “phase 0”, in which demand is determined and needs planned, plays an increasingly important role in optimising costs and benefits. Goal-oriented planning and construction aims to ensure the resulting project is used as efficiently as possible and in turn to optimise planning and construction costs. The term “phase 0” derives from the system of numbered planning phases in the German fee-paying structure (HOAI), but the choice of name is misleading as it is in this phase that one has the greatest scope to influence the outcome of the project, and therefore to save costs further along in the project process, for example during the operation phase. In this phase one can make adjustments at all levels, not just that of the architectural concept.
The question of how a building or building complex will be used, what will take place within it, and what kinds of spaces these activities require – as well as the degree of flexibility they may need – must be considered right from the outset of a project. It is important to define project aims (including construction costs, schedule of rooms and deadlines) and also the long-term aims concerning the individual property parameters (e.g. running costs and the flexibility to make alterations in future). Parallel to this, it can make sense to examine any existing local competition as well as conceptually comparable best-practice examples to see what orientation they can offer. Phase 0 is also an opportunity to invite the participation of relevant stakeholders – such as representatives of the various user groups, as well as stakeholders in the neighbourhood of the project – from the beginning until the realisation of the project. Inviting the active participation of future users does not necessarily entail higher costs – in fact, it can lead to cost savings, for example by helping to identify options that can be omitted, which can in turn pave the way for other decisions.
Operators are often wary of inviting participation on a broad basis for long-term needs planning processes, as they fear that demand may change in the meantime. A common objection is also that user participation results only in a “wish list” of expectations. Such processes can, however, be beneficial for all concerned, provided they are transparent and steered by facilitators. In times in which target groups and user profiles are growing ever more complex, it becomes increasingly important to ascertain the different users’ requirements (and to gauge the degree of flexibility) early on in a participatory and structured decision-making process as a basis for the planning process.
Needs assessment and demand planning is essential and necessary for any successful property development project. Consequently, all relevant target groups should be involved in this participatory process. A “public” or invited information event allows one to communicate the idea and approach clearly and transparently to all involved from an early stage. The individual stakeholders can collaborate in work groups to elaborate on specific aspects. These should be documented for everyone. The various results of these work groups can then be brought together and incorporated into initial conceptual studies that can be discussed first within the work groups and then with all participants. Through this iterative process, it becomes possible to identify concrete needs that can then be taken further in a conceptual feasibility study. This considers and evaluates the different needs and examines their feasibility – or not, as the case may be – including an explanation of why certain aspects will not be included. Property developers should likewise involve relevant stakeholders at an early stage in the project. After an initial information event, the developer can, for example, invite different possible (and future) user groups to provide input.
Changing demands – the example of inpatient care
In the field of care for the elderly, concepts and approaches are constantly shifting in response to changes in societal parameters. If we look back over the past 80 years, we can see that conceptual approaches and the political conditions have changed relatively quickly (for example through the federal reform of the “institutional care law”, in the debate on single rooms and new shared living concepts) and will continue to adapt to changing demands in society in future.
Buildings and property, by comparison, are slow to change. Typically, they conform to the statutory legislation of the time in which they were built and remain more or less unchanged for the next 80 to 100 years. Ideally, however, they should be planned and built with flexibility in mind so that they can adapt to changing demands and statutory requirements. The consequences of such inflexibility are particularly apparent, for example, in buildings from the 1980s built using slab construction. The work required to convert such structures for other uses is often so extensive that they are no longer economical to refurbish. As a consequence, it can transpire that comparatively new buildings have to be demolished and replaced after only 30 years.
Planning for future adaptability
One means of planning for future adaptability is to provide sufficient space capable of acting as a buffer. Sustainable planning approaches take this into account from the outset in the building design. Such spaces make it easier to restructure a building at a later date, or even make it possible in the first place, avoiding the need to demolish and rebuild, and enabling alterations to be implemented without interrupting ongoing operation (e.g. by making changes floor by floor). The ability to use such space avoids the need for complex interim solutions that may complicate the smooth running of an institution or compromise the economic viability of a facility, for example through a reduction in care places or the loss of care staff.
The following aspects are of particular relevance when planning for future adaptability:
• The position of the main circulation cores with stairs and lifts
• The load-bearing structure of the building
• The arrangement of the buildings on a site – can they be extended or divided at a later date?
• The organisation and capacity of technical services (centralised or decentralised)
• The possibility of building in stages (i.e. according to needs)
When existing buildings are to be adapted for use by elderly residents, or when care homes need to be adapted to meet new care concepts, it is vital to assess the existing buildings in detail in “phase 0” in order to properly assess the cost-effectiveness of a project. An investment will be economically viable only if it brings in sufficient revenue to cover the cost of construction and the ongoing running costs. Whether an investment is economically viable can be determined only when one has a clear idea of the building’s use(s) and associated costs from which to calculate the full costs.
Sustainability – restructuring existing buildings
An assessment of the existing situation is a fundamental and essential first step towards determining the feasibility of restructuring an existing building. All relevant information on the property must be researched and collated: from the floor areas to future necessary investment, energy and running costs to residual book value as well as any possible functional restrictions.
As part of the analysis of the floor areas, the ratio of different kinds of areas and their deviation from standard benchmarks must be determined in order to assess how effectively a building can be used and what proportion of the total area can be used to cover costs. Of particular importance is the assessment of future necessary investment to maintain the condition and structural integrity of the existing building. An analysis of the existing property must also consider the running costs and ideally the entire life cycle costs of the property.
This includes maintenance costs for the individual construction elements and technical services as well as any other costs pertaining to the property. The individual elements and components of a building, as well as the technical installations, have different maintenance cycles. The surfaces of interiors need renewing or modernising after a comparatively short time, while windows and roofs are typically renewed after 30 to 50 years. As far as technical installations are concerned, sanitary installations have an average lifespan of 40 years, an internal power supply system, however, only 25 years.
In times of increasingly rapid demographic, social and economic change, sustainable investment is not just about growth but also consolidation. A status analysis of a property portfolio should always be kept up to date and reflect the current situation. It serves as a planning instrument with which to develop strategies, make decisions and improve processes, and helps one identify future necessary investment and how serious the effects of any possible backlog in the future investment programme may be.
Managing costs
Optimising operating costs requires a holistic examination of all project-relevant costs over the entire life cycle of a project. In most cases, the operating and maintenance costs eclipse the initial investment costs after just seven to ten years. The energy concept developed during the planning process for the future use takes into account the relationship between building volume and external surface area, the kind of insulation, the heating system and related technical installations, the materials used and even the necessary cleaning and maintenance intervals. For new buildings, this can be defined from the outset. In the case of existing buildings, however, one can observe a greater or lesser degree of inefficiency, depending on the structure and its age. The optimisation of a building or property is frequently a question of raising awareness – not among facility managers but at the management level. One aspect in this respect is to encourage users and operators to take a long-term and holistic approach to ongoing optimisation. One must determine the actual demand in order to successively implement changes in a structured manner.
User satisfaction as an indicator of quality and value
As user needs become increasingly diversified and building regulations and statutory requirements become stricter – for example with respect to energy efficiency, barrier-free accessibility, healthy building materials and rising construction and operating costs – demand planning becomes increasingly important in projects intended for the elderly or for multiple generations. Ultimately, multi-dimensional concepts need to be developed that can accommodate different scenarios and alternatives. This requires a serious approach by the client to the process of inviting user input. This process should be applied at all levels in the form of an integral and professionally conducted participation procedure. At the same time, users must be aware that not all decisions can be made by everyone and that participation is a complex process in which decisions are bundled into packages and filtered where necessary.
Today, professional project management and transparency in the communication of information and time frame is becoming increasingly essential. It can make further sense to transfer the role of communicator to an external neutral facilitator. Ultimately, the quality of communication and the degree of transparency – also between planning professionals and client – together serve as an indicator of the level of satisfaction on both sides. Where successful, a project can improve not only the image of the developer, operator and client, but also of the entire neighbourhood, in turn strengthening the sense of identity of its users and local residents.
Reference literature:
M. Hodulak and U. Schramm, Nutzerorientierte Bedarfsplanung, Prozessqualität für nachhaltige Gebäude, Heidelberg, 2011.
A. Steffen, “Suffizienzkriterien in der Architektur – Leistungsphase 0”, in: db deutsche bauzeitung, Vol. 08/2013 (http://www.db-bauzeitung.de/ db-empfiehlt/produkte/leistungsphase-0/).
Originally published in: Eckhard Feddersen, Insa Lüdtke, Living for the Elderly: A Design Manual, second and revised edition, Birkhäuser, 2017.