11th Meeting EuHPN BELFAST 28-30 April 2008 Dr. MARINUS VERWEIJ

1. 11th Meeting EuHPN BELFAST 28-30 April 2008 Dr. MARINUS VERWEIJ Chairman, the European Health Property Network Board of Directors, Netherlands Board for Healthcare Institutions

3. Brussels - October 2000 • Florence - June 2001 • Dublin - March 2002 • The Hague - October 2002 • Oslo - June 2003 • Lisbon - March 2004 • Edinburgh – November 2004 • Oulu – June 2005 • Budapest – April 2006 • Paris – April 2007 • Belfast – April 2008

4. Position of the EuHPN • Top level government involvement • Public focus • 12 cross European members • Links with almost all EU15 and many EU12 • All dimensions of capital asset strategy

5. EuHPN vision in progress • So far: tremendous potential for exchange of ideas and experience within Europe • Joint learning through research projects • Paris 2007: EuHPN is at a crossroad: • Do we want to be a network? • OR more….. • Do we include research, strategic advice & training

6. EuHPN & ECHAA • Intense discussion within the Board and consultation with membership • EuHPN remains the network which is primarily focussed on exchange of ideas and knowledge & the workshop • ECHAA (the European Centre for Health Assets and architecture) does strategic advice, research & consultancy, training • The two remain closely linked but governance structures are separate

8. Privékliniek

9. Ziekenhuis Leyenburg Den Haag Sijmons, 1971

11. The Belfast Agenda Designing for the user • Where are the patients and the professionals in the design process? • Which evidence do we have for good design in Europe and beyond? • How do we bridge the culture gaps between medics, planners and designers? • What are our members researching? • The Northern Ireland showcase

12. Have a great conference!!

13. ECHAA - Mission Structure • Vision - the Centre will be the first point of reference for public sector policy makers and decision takers • Values - that health physical assets should promote health gain, embracing: equity, solidarity and integrity; • Mission Statement - will reflect that the Centre is a ‘public goods’, to support and promote evidence-based policy decisions: • comprehensive and rigorous analysis of what works and what does not. • working for the public sector • bridging (as well) to the private sector, • using European and other regions' experience, and uniting academic and practical expertise.

14. ECHAA Governance • Council of Partners - core investing members electing the Board • The Board • Advisory Council - members e.g. EuHPN, EHMA, ARUP, public and private sector organisations which will guide the professional development of the Centre. • Professional resources - executive staff, administration, consultants carry out the work of the Centre.

15. Partners • Public Sector related (research) organisations • Organisational aims consistent with the mission values • Independent standing in their own field • Accession of which will enhance the Centre's status; • Bringing an added value in areas such as skills, access to information, contacts and leverage with policy makers

16. Wider stakeholders • Associates - e.g. EUREGIO, European Health Observatory, WHO-EURO, NHS Confederation, serving as resource networks and as outlets for dissemination of Centre activities. • Policy makers - European Commission, Member States, Accession Countries, Neighbour Countries, regions, other clients including the private sector and academia – the market for the Centre's outputs. • Private sector: joint projects and cooperation

17. ECHAA functions • Secondary research, in order to provide opportunities for new knowledge generation, carried out solely by the Centre or collaboratively with other organisations; • Strategic advisory and peer review services primarily to the public sector, along the lines of the Mission Statement • Dissemination either of research constituting the Centre's knowledge base or strategic advisory work. Raise the profile of estates issues within the health sector and wider economic policy communities. • Training and skills development.

18. ECHAA - thematic scope • Strategic capital planning; • Concept development; • Life-cycle economics; • Sustainability; • Health architecture and design; • Healthcare capital assets, and wider economic and social impact; • Capital assets, the built environment and technology interface; • Capital procurement and financing; • Project implementation; • Capital asset management.

19. Public / Private Sector multi client opportunities - illustrative topics • Jointly agreed R&D target areas such as: • The impact of new service models on concept development for capital infrastructure • New design principles for hospital site development e.g. ‘the layered hospital’ • The impact of new clinical and ICT technologies on service and capital design • The importance of synergies between capital planning and design concepts and financing and procurement models • Competency and capacity development

20. A new european initiative in collaboration with DG Sanco Europe-wide collaborative support network for those EU Regions qualifying for, implementing or bidding for Structural Aid • WHO - Overarching health policy • Euregio - Health needs assessment • EHMA - Management systems, structures and capacity • ECHAA - Capital investment strategy These elements will all be framed within the fundamental aims of EU Structural aid: improving European economic growth potential and supporting the Lisbon Process principles.