General data of the project

  • Customer: RIZIV, FOD Public Health and FAGG
  • Time frame: 2015 - to date
  • Project Size: 2.000 employees, 35.000 m²
  • Locatie: Brussel


In 2015, Freestone carried out a master plan analysis for the RIZIV consisting of the following components:

  1. A total analysis of the existing housing situation of RIZIV
  2. The layout of a workplace strategy for the RIZIV
  3. The formulation of an architectural design
  4. A technical analysis of the existing buildings
  5. The development of housing scenarios
  6. Support in the field of change management and corporate culture

On the basis of this analysis, the decision was taken not to remain in the current buildings on the Tervurenlaan, but to look for new premises. In cooperation with Freestone, a search was carried out for new premises, not only for the RIZIV but also for the FOD Public Health and the FAGG in the framework of the redesign of the health care administrations. In the summer of 2017, it was decided to house the three services in the Galilée building in Brussels. Freestone guided the purchase, the furnishing based on the philosophy of 'New Way of Working' and, together with the internal services of the administrations, also went through the change trajectory for the employees. The three administrations went from a surface area of +/- 80,000 m² for 2,000 employees to 35,000 m² for the same number of employees, and moved to the Galilee building on 1 March 2021.

Guidance in the Change process

Through workshops with staff and management, the various stakeholders were involved in the process of setting up the new way of working. In this way, the changes to the workplace that will accompany the move will be more widely supported and better accepted by everyone involved.

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Within the framework of the new housing strategy and the redesign project of the health care administrations, it was decided to centralise the facilities services in order to achieve increased cooperation. From the 3 original services, 1 service was developed, which is responsible for all employees of the 3 administrations in the Galilée building.

Freestone, as facility expert, took on the development of the new Facility organization according to the principles of a modern facility management organization. The experts of Freestone worked out a vision paper, a make-or-buy strategy, and an organizational analysis. We calculated the potential savings for each of the administrations and worked out a concrete roadmap for the implementation.

What is ...

The vision paper (or vision statement) presents the vision and strategy for the new Facility Management organisation. In the case of RIZIV, it comes down to a directing organisation, an organisation that mainly takes the reins but will no longer carry out everything itself.

This is a continuation of the vision that was shaped for the new FM organisation. In the vision, it was decided that all services had to be in line with the market, whether they were carried out internally or externally (make or buy). In accordance with this vision, the make or buy strategy was worked out per service. What will we do ourselves in the future and what will we buy.


Today Freestone supports the 3 health administrations further in the execution of the roadmap and the setting up of the new FM organisation. This includes among other things:

Service range & organisational model

The future service offering was determined on the basis of the established vision and a mapping of the current services within the three organisations. The new organisational model was also linked to this and drawn up.

Products and services catalogue and roles

The defined service offering of the future facilities organisation has been further described and refined in a product and services catalogue (PDC) with clear and measurable SLAs and KPIs.

In addition, the organisational model was further elaborated, including an organisational chart with concrete roles and functions that will fill the organisational chart. This also included clear job descriptions including the expected expertise. Because the future organisational model is based on an organisation under control, this will have an impact on the range of tasks of existing employees. The nature of these tasks will be less executive and more coordinating, i.e. tactical/strategic.


With the knowledge of the products and services that will be offered in the future and the future level of service that is aimed for, the budget of the facilities organisation was drawn up. The budget had to be comprehensive and above all in line with the market.

Processes and tools

A high-performance management organisation that focuses on demand-driven service provision has a clear central reporting and contact point. Through this contact point, requests for services and complaints can be followed up from beginning to end with feedback from and to the customer. Healthcare organisations aim for a professional FM tool to ensure the manageability of the facilities organisation.

What is...

FMIS stands for Facility Management Information System. This is Property Technologiy software (Proptech) that allows Facility Managers to keep a grip on their facility- and property related processes. FMIS is crucial in the project of the management organisation. Through this system, the questions of employees will be linked to the parties that will have to carry out the services.

A products and services catalogue (PDC) describes the services offered to the customer. The PDC supports a demand-oriented service, where the customer is central by responding to their needs and expectations. The purpose of a PDC is transparent and professional communication with the customers, which can be easily consulted and followed up.

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