NEW DANISH HOSPITALS
it have good proximity,” she says. In general, this is obviously correct, because only a few people within a hospital have to move over large distances. Most patients and staff are located within a limited area. The jury of the architectural competition praised the four-leaf clover, a good move that combines aesthetics and function; all connections have logical and direct connections from the main entrance and the vestibule. The beds wind continuously, like
a snake around the entire four-leaf clover. This provides opportunities to adjust boundaries between bed areas according to the needs of different patient groups and departments, which provides good flexibility in daily operations. The opportunities for establishing cohorts and isolating patients in the event of epidemics are also good. The
August 2024: New North Zealand Hospital building site.
strongest markers of our welfare society. They exemplify civilization and cohesion. If we were to understand the health needs of the future, we had to be able to challenge the established solutions and system, and the experts who represent them.” We sense a strong will to mark a difference from
the Danish hospitals of the past. The wellbeing and experiences of employees, patients, and their close families will be strengthened so that the working environment, efficiency, and patients’ ability to recover are improved. It can also provide a financial gain.
Efficient and clear floor plan Many will ask about the flexibility, generality, and opportunities for expansion within such a closed form. Are there any particular benefits to the four-leaf clover shape? Stokholm responds: “Yes, the hospital is also designed
Bård Rane
Bård Rane is a member of the National Association of Norwegian Architects (MNAL) and holds a Master of architecture (1981) from NTNU – Norwegian University of Science and Technology. He was head of design and function for the New National University Hospital of Norway (1990-2000) and The University Clinic of Akershus, Norway (2000-2007) and was project manager for several projects within the Norwegian health service before retiring in 2021.
for the changes of the future, also when it comes to the need for expansion. The wards, the outpatient treatment rooms, and several other of the hospital’s more than 4,000 rooms have the same size and partly the same access to technical installations. It is a standardisation that provides flexible and efficient activity options. “Should an expansion be needed, departments can be built on parts of the current roof garden, where the structures are prepared to cope with the load. Extensions can also be made to the two lower floors, under existing slab structures. “In addition, the two large and technically complex departments – operating theatres and image processing – can be made 50 per cent larger by expanding into the landscape, outside the four-leaf clover, without destroying the main shape of the hospital.” To make the four-leaf clover as compact as possible, with good proximity between important functions, large storage areas are located in an external building, connected to the hospital by a 130-metre-long tunnel, with automatic ordering and distribution of goods, food, samples, bedding, and uniforms for employees. With this location, all heavy traffic is kept away from the main building. Nevertheless, it is conceivable that there are large distances between some functions, because it is a low and horizontal building, but Stokholm points out that the largest distance between important functions for doctors and nurses is 150 m. “Good patient pathways are taken care of with the four-leaf clover, because the functions that need
62 Health Estate Journal May 2026
principle is well known from several new hospitals the last twenty years. While the main structure of the building has a lifespan of
50 years or more, much of the medical equipment has a lifespan of only 5-15 years. With its generous and robust solutions, New North Zealand Hospital possesses a high degree of generality and flexibility to cope with the need for change.
Major investment in the Danish health regions The five regions in Denmark are building a number of new hospitals. The regions were formed as part of a major health reform in 2007 and have since played an important role in the organisation of the Danish health service. The regions are administrative units, but politically controlled, and are responsible for providing health services and performing tasks within the health sector. The goal is more coherent and efficient patient treatment, better patient safety and higher quality. Sixteen of the new hospitals are being built with grants from a state quality fund. In addition, the New North Zealand Hospital is funded by the Capital Region of Denmark. The total cost of New North Zealand Hospital is approximately DKK 9bn (€1.2bn).
One can be inspired and excited by the Danish
hospitals. It is clear that the will to invest in quality and good design is strong in Denmark. Research-based knowledge about the contribution of
the physical environment to getting us healthy is extensive and good. It is therefore possible to argue for prioritising good architecture and design that contributes to security and trust, to effective and inspiring treatment situations, which in turn make us healthy. Having success in creating good hospitals is about
more than money. It is necessary to have solid expertise and involvement from all partners – clients, advisers, and users. As a developer, the Capital Region of Denmark has been aware of how physical environment, materiality, and sensuality affect the perception of quality and competence. This is a good reminder, and the knowledge must be used – even when budgets are tight.
n A version of this article originally appeared in Arkitektur – a journal published by the National Association of Norwegian Architects. HEJ kindly thanks the editor of Arkitektur for allowing its republication here.
Jonathan Grevsen NCC
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