Hospital Daw

“A PROPOSED 300-BED PRIVATE GENERAL HOSPITAL (LEVEL 3)”
A Research Paper Presented to the Faculty of
College of Engineering, Architecture and Fine Arts
Batangas State University
In Partial Fulfillment of the Requirements
of Architectural Design 5: Space Planning 2
For the Degree in Bachelor of Science in Architecture
BY:
ARC-3104
GROUP 6
2020
TABLE OF CONTENTS
CONTENT PAGE
CHAPTER 1: THE PROBLEM AND ITS BACKGROUND---------------------------1
CHAPTER I
THE PROBLEM AND ITS BACKGROUND
1.1 Introduction
Hospitals are health care institutions providing patient

treatment with specialized staff and equipment. A general hospital is
best type since it is provided with emergency department.
Specialized hospitals include trauma centers, rehabilitation hospitals
children hospitals etc. hospitals are provided with outpatient
department and some chronic treatment units.
Hospital, an institution that is built, staffed, and equipped for

the diagnosis of disease; for the treatment, both medical and
surgical, of the sick and the injured; and for their housing during this
process. The modern hospital also often serves as a centre for
investigation and for teaching.
To better serve the wide-ranging needs of the community, the

modern hospital has often developed outpatient facilities, as well as
emergency, psychiatric, and rehabilitation services. In addition,
“bedless hospitals” provide strictly ambulatory (outpatient) care and
day surgery. Patients arrive at the facility for short appointments.
They may also stay for treatment in surgical or medical units for part
of a day or for a full day, after which they are discharged for follow-
up by a primary care health provider.
Hospitals have long existed in most countries. Developing
countries, which contain a large proportion of the world’s
population, generally do not have enough hospitals, equipment, and
trained staff to handle the volume of persons who need care. Thus,
people in these countries do not always receive the benefits of
modern medicine, public health measures, or hospital care, and they
generally have lower life expectancies.
Hospitals may be compared and classified in various ways: by

ownership and control, by type of service rendered, by length of stay,
by size, or by facilities and administration provided. Examples include
the general hospital, the specialized hospital, the short-stay hospital,
and the long-term-care facility.
Hospitals may be compared by the number of beds they

contain. Modern hospitals tend to rarely exceed 800 beds, and
though some integrated health facilities may have more beds, they
often comprise multiple geographic locations, each with several
hundred beds. In the early 21st century, it was thought that a facility
of 800 beds was the largest unit that could be governed satisfactorily
from a single administrative unit while maintaining a corporate unity.
Another index is the average bed-occupancy rate—that is, the

percentage of available beds actually occupied per day or per month.
Bed-occupancy rates may be higher in the cold winter months, which
bring more respiratory disease. In developing countries the bed-
occupancy rate is often more than 100 percent—there are more
patients in the hospital than there are beds for them. This situation
has also emerged in some developed countries where demand for
services has outstripped supply.
Hospitals are usually funded by the public sector, by health

organizations (for profit or nonprofit), by health insurance
companies, or by charities, including direct charitable donations.
Historically, hospitals were often founded and funded by religious
orders, or by charitable individuals and leaders.
General hospitals may be academic health facilities or

community-based entities. They are general in the sense that they
admit all types of medical and surgical cases, and they concentrate
on patients with acute illnesses needing relatively short-term care.
Community general hospitals vary in their bed numbers. Each general
hospital, however, has an organized medical staff, a professional staff
of other health providers (such as nurses, technicians, dietitians, and
physiotherapists), and basic diagnostic equipment. In addition to the
essential services relating to patient care, and depending on size and
location, a community general hospital may also have a pharmacy, a
laboratory, sophisticated diagnostic services (such as radiology and
angiography), physical therapy departments, an obstetrical unit (a
nursery and a delivery room), operating rooms, recovery rooms, an
outpatient department, and an emergency department. Smaller
hospitals may diagnose and stabilize patients prior to transfer to
facilities with specialty services.
In larger hospitals there may be additional facilities: dental
services, a nursery for premature infants, an organ bank for use in
transplantation, a department of renal dialysis (removal of wastes
from the blood by passing it through semipermeable membranes, as
in the artificial kidney), equipment for inhalation therapy, an
intensive care unit, a volunteer-services department, and, possibly, a
home-care program or access to home-care placement services.
Many countries have private hospitals that specialize in the

treatment of specific diseases. Medical practice in the towns of
developing countries is characterized by a proliferation of many small
private hospitals, usually owned by doctors, that have developed to
meet the widespread need for hospital care not otherwise available.
Wholly independent private hospitals sometimes are run by a
company or business consortium. Many of these privately funded
hospitals are able to provide most or all of the services of a general
hospital, including constant medical care and nursing services. Such
facilities, however, are costly.
With the advance in medical science and the ever-increasing

cost of hospital operations, the progressive-care concept is more
attractive, both for outpatient and inpatient care. Progressive care
can be divided into five categories: (1) intensive care, (2)
intermediate care, (3) self-care, (4) long-term care, and (5) organized
home care.
Silang is a landlocked municipality in the coastal province of
Cavite. It is believed to be one of the oldest towns in Cavite.
Agriculture was the main source of income, such that their crops
included rice, corn, sweet potato, banana, sugarcane, coffee, and
wheat. Coffee, recognized as one with the highest quality, was
compared with Moka of Vietnam and the coffee of Bourbon in
several Spanish accounts. The lack of health care facilities as well as
the good location which been designated as a Planned Unit
Development (PUD) area in anticipation of future developments with
the opening of the proposed CALAX Road in Silang, Cavite have
encouraged the proponents to propose a level 3 private hospital.
One of the major objectives of the project is to design a

Tertiaary Level Private General Hospital that provide a safe, fare and
accessible workspaces that will ensure the development of
community health and medical services. With these, proponents seek
to add another dimension to the design which include creating a
health care environment personalized to each patient that focuses
on health and wellness, eliminate environmental stressors and
enhance patient safety.
1.2. Background of the Study
The general hospital provides qualitative Health care services

but maintains that they do not just heal mere physical illness which
attacks the human body, but a much deeper and holistic healing of
the entire human person. These service areas include all the wards
(medical and surgical for male and female, pediatrics, chest unit and
the maternity section as a whole. Other departments are out patient
department (OPD), laboratory department, pharmacy department,
central sterling and supply department (C.S.S.D), XRAY department
community medicine and the mobile clinic, and theatre department.
The roles of these departments are complementary and depict that
they call team-work in patient management, the patient always
beings at the center. The Hospital since its establishment has
demonstrated a very keen interest in the staff recruitment and
development of highly skilled and very dependable medical and
paramedical personnel. Presently, their work force stands at 460.

Cavite. It is believed to be one of the oldest towns in the province.
Archaeological evidences show that human settlement was already
established as early as 14th century in what was once part of Silang,
barrio Pangil. One legend explains that the town was named Silang
because it is located in the eastern portion (Silangan) of the province.
Another legend tells that the Roman Catholic Church was born
(isinilang) from the ground. Nonetheless, Vocabulario de la Lengua
Tagala, one of the first Tagalog dictionaries authored by Spanish
friars, shows that “siláng” (stress in the second syllable) is an old
Tagalog word, which means to cross the road in between two high
landforms. Topography proves that, indeed, the roads of Silang are in
between elevated terrains.
The municipality has a land area of 209.43 square kilometers
or 80.86 square miles which constitutes 13.30% of Cavite's total area.
Its population as determined by the 2015 Census was 248,085. This
represented 6.74% of the total population of Cavite province, or
1.72% of the overall population of the CALABARZON region. Based on
these figures, the population density is computed at 1,185
inhabitants per square kilometer or 3,068 inhabitants per square
mile. Silang has 64 barangays. According to the 2015 Census, the age
group with the highest population in Silang is 15 to 19, with 25,787
individuals. Conversely, the age group with the lowest population is
80 and over, with 1,447 individuals. The population of Silang grew
from 28,631 in 1960 to 248,085 in 2015, an increase of 219,454
people. The latest census figures in 2015 denote a positive growth
rate of 2.90%, or an increase of 34,595 people, from the previous
population of 213,490 in 2010. The municipal center of Silang is
situated at approximately 14° 13' North, 120° 58' East, in the island
of Luzon. Elevation at these coordinates is estimated at 316.9 meters
or 1,039.5 feet above mean sea level. Based on the great-circle
distance (the shortest distance between two points over the surface
of the Earth), the cities closest to Silang are Tagaytay, Dasmariñas,
Trece Martires, Biñan, Cabuyao, and San Pedro. The nearest
municipalities are Amadeo, General Mariano Alvarez, Indang,
Mendez, Carmona, and Talisay. Its distance from the national capital
is 40.61 kilometers (25.23 miles).
1.3 Theoretical Framework
As modernization takes place, people tend to appreciate the

design of a building more than its function. However, building a
healthcare facility is indeed a combination of design and function.
Architects should prioritize designing a building that will last a
lifetime and can serve the users with respect to its purpose and how
it will adapt to the changes the future might bring. Architects should
create a holistic solution that provides patient-centric spaces in a
friendly, healing environment with clear and efficient way-finding: for
instance, patients, staff and visitors each have separate routes to
prevent infection and other related things. In addition, to approach
the design as a total experience of healing that includes architecture.
With in-depth analyzation, Architects will now have a solution on
how to create a functional and efficient building that can cater the
needs of the users and extending its purpose for future generation.
Upon thorough researching and critical thinking, the Architects
acquired awareness and realization that will help them to redefine
the hospital experience whose goal is to emphasize transformative
patient-centric care.
1.4. Conceptual Framework
Brgy. Carmen Silang, Cavite is being marked as the location for

the building of Tertiary Private General Hospital. The research major
goal is to design and build this proposed tertiary level hospital a new
land mark of health care in the place which can cause the local folks
around the project hospital to take care of their health; and to raise
the health and life quality of the people. The research also intend the
project Tertiary Level Hospital as to be an implement for overall
wellness of both local and non-local, for the use of management of
certain chronic conditions, medical profession and assurance and
higher level of specialty care.
The primary phase of the design conceptualization and

architectural programming is including the consideration of the
demand healthcare facilities, needed medical profession, medical
innovation and neighboring health centers. These in order to provide
high quality of professional healthcare service.
Major components of this phase are as follows;
 ACCESSIBLE- Pertains to building elements, heights

and clearances implemented to address the specific needs of disabled
people
 AESTHETICS- Pertains to the physical appearance and image of
building elements and spaces as well as the integrated design process
 COST-EFFECTIVE- Pertains to selecting building elements
on the basis of life-cycle costs (weighing options during concepts, design
development, and value engineering) as well as basic cost estimating and
budget control.
 FUNCTIONAL/ OPERATIONAL- Pertains to functional
programming- spatial needs and requirements, system performance as well
as durability and efficient maintenance of building elements.
 HISTORIC PRESERVATION- Pertains to specific actions within a
historic district or affecting a historic building whereby building elements
and strategies are classifiable into one of the four approaches:
preservation, rehabilitation, restoration, or reconstruction.
 PRODUCTION- Pertains to occupants’ well-being- physical
and psychological comfort-including building elements such as
air distribution, lighting, workspaces, systems, and technology.
 SECURE/SAFE- Pertains to the physical protection of occupants
and assets from man-made and natural hazards.
 SUSTAINABLE- Pertains to environmental performance of
building elements and strategies.
RAW DATA
WHAT IS GENERAL SITE PROPERTIES

PRIVATE HOSPITAL ?
COMMPONENTS OF
GEOGRAPHICAL HISTORY
COMMERCCIAL
COMPLEX TOPOGRAPHICAL CULTURE
CLIMATE SITE PROBLEM
DESIGN APPROACH
DESIGN CONCEPT
PROPOSED COMMERCIAL
COMPLEX
Figure 1: Conceptual Framework

Design Concept
 Green Management and Architecture
Figure 2: Design Concept

1.5 Statement of the Problem
The study aims to answer the following questions:
Major
 How will be the appropriate design approach and plan to

“A Proposed 300-Bed Private General Hospital” in Brgy. Carmen
Silang, Cavite’ which is subjected to private, general and higher level
of specialty care?
Minor
 What are the considerations needed in order to provide

proper design concept to lay appropriate circulation for various
activities within the bound of the proposed project?
 How to is the effective choosing of site and act of site
planning to be apply in order to achieve the effectiveness and
efficiency of the design?
 What are the spaces or rooms or areas that can be
added to support the functionality, comfort and/or security and the
like in order to integrate the proposed project?
1.6 Significance of the Study
The result and findings of this study may benefit certain

groups as follows:
 To The Hospital Establishments: The result of the study
could be used as their reference in planning to build a Hospital. They
could plan better strategy to attract more people.
 To Students: This group may use this study as an
example and reference in their projects especially to Architecture
students. They may use this research as support in generating
researches and plans.
 To the Professionals: The proposed study will develop
functional and systematic design and programming. Through this
study, they may purposefully discover easy ways in formulating ideas
related to Architecture.
 To Future Researchers: The results and findings of this
study will serve them a good source and useful information to
develop similar projects and studies which eventually leads to the
attainment of Architectural goal.
1.7 Objectives of the Study
o Project Objectives
General Objectives:
• To create a Private Hospital providing an iconic image

and a landmark to the Municipality of Cavite.
• To provide a safe, fare and accessible workspaces that
will ensure the development of community health and medical
services.
 Specific Objectives:
• To deliver solutions through a wide and flexible building
that offers more services and facilities.
• To enhance patient safety by reducing infection risk,

injuries from falls and medical errors.
• To reduce stress and promote healing by making
hospitals more pleasant, comfortable and supportive for patients
and staff alike.
• To create a health care environment personalized to
each patient that focuses on health and wellness, provides and
wellness.
• To eliminate environmental stressors, such as noise, that
negatively affect patient outcomes and staff performance.
• To provides convenience and case of access
and incorporate the latest technologies
Design Objectives
General Objectives:
• To design a Tertiary Level Private General Hospital

 Specific Objectives:
• To provide a Private Hospital that will highlight the
connectivity of each spaces without sacrificing its function.
• To include all needed spaces, but no redundant ones.
This requires careful pre-design programming.
• To group or combine functional areas with similar
system requirements
• To Promote staff efficiency by minimizing distance
of necessary travel between frequently used spaces.
1.8 Scope of the Study
The scope of this study shall be bounds to architectural

concept, design and ideas of hospital in Brgy. Carmen, Silang, cavite
as well as its planning and organization of spaces integrating
therapeutic environments. The study shall also assess the behavioral
circulation of the users as well as exploration of new architectural
designs and planning of spaces in the hospital.
1.9 Limitation of the Study
The study is limited to architectural planning and

designing of proposed Hospital in Silang, Cavite. Its structural,
mechanical, electrical, sanitary and plumbing details will not be a
part of the design. The study is also limited to architectural solutions
of integrating therapeutic environments and not interfere with
procedural processes and management around the hospital. It will
render the available applicable designs and technology available to
aid in the healing process and to achieve a healing environment. Set
of data related to the plan and design is based on the standards and
may be changed depending on the location and functions/level of
hospital.
CHAPTER II
CASE STUDIES
2.1 FOREIGN STUDIES
2.1.1 The Mayo Clinic (Rochester, Minnesota)
Figure 3: The Mayo Clinic
Source:
https://www.mayoclinic.org/patient-visitor-guide/minnesota
https://en.wikipedia.org/wiki/Mayo_Clinic
Founders:
William Worrall Mayo
William James Mayo
Charles Horace Mayo
Augustus Stinchfield
Christopher Graham
Henry Stanley Plummer
Melvin Millet
E. Star Judd
Donald Balfour
Mayo Clinic serves more than 1.3 million people each year in
19 hospitals across five states. But, according to Newsweek, what
"sets it apart," is the clinic's "educational arm" and research center,
which "provid[e] vital innovation for the entire medical community."
Mayo Clinic (is an American nonprofit academic medical center

focused on integrated patient care, education, and research. It
employs over 4,500 physicians and scientists, along with another
58,400 administrative and allied health staff, across three major
campuses: Rochester, Minnesota; Jacksonville, Florida; and
Phoenix/Scottsdale, Arizona. The practice specializes in treating
difficult cases through tertiary care and destination medicine. It is
home to the top-ten ranked Mayo Clinic Alix School of Medicine in
addition to many of the highest regarded residency education
programs in the United States. It spends over $660 million a year on
research and has more than 3,000 full-time research personnel
William Worrall Mayo settled his family in Rochester in 1864

and opened a sole proprietorship medical practice that evolved
under his sons, Will and Charlie Mayo, along with practice partners
Drs. Stinchfield, Graham, Plummer, Millet, Judd, and Balfour, into
Mayo Clinic. Today, in addition to its flagship hospital in Rochester,
Mayo Clinic has major campuses in Arizona and Florida. The Mayo
Clinic Health System also operates affiliated facilities throughout
Minnesota, Wisconsin, and Iowa.
Mayo Clinic is ranked number 1 in the United States for 2019-

20 U.S. News & World Report Best Hospitals Honor Roll, maintaining
a position at or near the top for more than 27 years. It has been on
the list of "100 Best Companies to Work For" published by Fortune
magazine for fourteen consecutive years, and has continued to
achieve this ranking through 2017. Drawing in patients from around
the globe, Mayo Clinic performs near the highest number of
transplants in the country, including both solid organ and
hematologic transplantation.
As the practice grew in the 20th century, it required additional
space. Saint Marys Hospital underwent frequent expansion.
Rochester business leader John Kahler built innovative hotel-hospital
facilities that served Mayo Clinic patients. In 1914, Mayo Clinic
opened the world’s first building expressly designed for
multispecialty group practice, known as the 1914 "red brick" building.
It facilitated ease of movement for patients and staff among specialty
areas, brought research and education functions into proximity with
clinical practice, and patient amenities. This approach was replicated
and enhanced with the adjoining 1928 Mayo Clinic building, later
named for Dr. Plummer, its principal designer, which is listed on the
National Register of Historic Places. The Plummer Building features
bronze entry doors designed by artist Charles Brioschi. Each 16-foot
high, 5.25-inch thick door weighs 4,000 pounds and features
ornamental panels. The doors are closed to memorialize important
historical events and influential people, such as the deaths of the
Mayo brothers, the assassination of President John F. Kennedy, and
the victims of September 11, 2001 terrorist attacks "red brick"
building, a National Historic Landmark, was demolished by Mayo
Clinic in the 1980s to make way for the Siebens Building (completed
in 1989). Mayo Clinic's campus has undergone expansion over the
years.
Other notable Mayo Clinic buildings include the Mayo Building

(Rochester, Minnesota) (construction completed in 1955),
Guggenheim Building (1974), Gonda Building (2001), and Opus
Imaging Research Building (2007).
2.1.2. Cleveland Clinic (Cleveland)
Figure 4: Cleveland Clinic Exterior and Interior
Source: https://www.google.com/search?q=Cleveland+Clinic+
(Cleveland).&source=lnms&tbm=isch&sa=X&ved=2ahUKEwio1qmEzu
rsAhWKqYKHczAATMQ_AUoAnoECBsQBA&cshid=160455215537470
7&biw=1536&bih=722#imgrc=gGyJYyBBbDJEfM
https://en.wikipedia.org/wiki/Cleveland_Clinic
https://www.hfmmagazine.com/articles/3102-cleveland-clinic-aims-
for-consistency-in-design
Chief Design Officer: Christopher J. Connell

The Cleveland Clinic is an American academic medical center
based in Cleveland, Ohio. Owned and operated by the Cleveland
Clinic Foundation, an Ohio nonprofit corporation established in 1921,
it runs a 170 acres (69 ha) campus in Cleveland, as well as 11
affiliated hospitals, 19 family health centers in Northeast Ohio, and
hospitals in Florida and Nevada. Outside the United States, Cleveland
Clinic also operates the Cleveland Clinic Abu Dhabi hospital and a
outpatient sports medicine clinic in Toronto. A Cleveland Clinic
hospital campus in London, England is scheduled to open in 2021.
Tomislav Mihaljevic is the president and CEO.
Cleveland Clinic is consistently ranked as one of the best

hospitals in the United States. In 2018–2019, the U.S. News & World
Report ranked Cleveland Clinic as the number 2 hospital in the Best
Hospitals Honor Roll, as it was nationally ranked in 14 adult and 10
pediatric specialties. Cleveland Clinic's cardiology program has
ranked No. 1 in the nation since 1995.
Cleveland Clinic's operating revenue in 2017 was $8.4 billion

and its operating income $330 million. That year it recorded 7.6
million patient visits and 229,132 admissions. As of 2019, it has over
67,500 employees, a figure that includes over 17,000 registered
nurses and advanced practice providers and over 4,520 physicians
and scientists in 140 specialties;. It is affiliated with the Case Western
Reserve University School of Medicine, with which it started a
physician-investigator medical school training program: the
Cleveland Clinic Lerner College of Medicine. Cleveland Clinic is also
the teaching hospital for Ohio University Heritage College of
Osteopathic Medicine and Kent State University College of Podiatric
Medicine. In addition, Cleveland Clinic has 1,974 residents and
fellows in 104 training programs approved by the Accreditation
Council for Graduate Medical Education (ACGME). The Cleveland
Clinic also publishes the peer-reviewed journal Cleveland Clinic
Journal of Medicine. In 2008, Cleveland Clinic became the first
healthcare provider in the United States to become a signatory to the
United Nations Global Compact and the second in the world.
Cleveland Clinic always looks at and considers carefully the

design of the patient environment, both in commissioning new
buildings and in working with existing ones, so the philosophy isn’t
new.
Cleveland Clinic’s mission has evolved over a number of years.

We feel that the creation of consistent, calm, technically proficient
environments for patients and our staff really helps to enhance the
patient experience and has to be considered — alongside the purely
clinical aspects — an important part of health care. When you have
so many facilities and a strong reputation, it’s important that people
who come to a Cleveland Clinic facility feel that there is a certain
standard that they can expect of their surroundings.
The quality of our surroundings reinforces the consistency of

care that our patients can expect. I guess what is new is that my role
has been created to bring all of these different areas together
internally, to work closely with our construction team and, that in the
future, we will drive more of our design internally and give clearer
direction to our outside collaborators.
2.1.3 Sengkang General Hospital
Figure 5: Sengkang General Hospital
Source:
https://www.dpa.com.sg/projects/sengkanggeneralandcommunityho
spitals/
Firm: DP Architects
The design of Sengkang General and Community Hospitals was

conceived with an aim to harmonise the various components of the
integrated regional hospital project – comprising a general hospital, a
community hospital, and specialised outpatient clinics – into a
seamless and unified, fully comprehensive medical campus.
The design has expanded on a host of proven hospital

successes, to create a holistic solution that provides patient-centric
spaces in a friendly, healing environment with clear and efficient
way-finding: for instance, patients, staff and visitors each have
separate routes to prevent infection.
The complex supplies Singapore’s health system with an

additional 1400 hospital beds, aimed to be flexible, with capabilities
of providing acute care, as well as intermediate and long-term care. It
is located at 5 Anchorvale St, Singapore 545047. It has a total of
69,000sqm (site area) and 18,700sqm (landscape area).
The permeability of the podium at the first storey and the

north-south linear breezeway encourages interaction among staff,
visitors and the general public. Pockets of landscape and seating
areas within the open spaces on the first storey, provide
opportunities for connecting with the community through art
programmes and events. The design intent is to initiate an engaging
atmosphere for patients, staff and visitors. The design promotes
sustainability while staying true to the design intent to create a
welcoming campus that enhances and facilitates the recovery
process.
The ‘Community Heart’ on the first storey, with various

facilities, cafes and retail outlets, fronts the main entrance with an
open courtyard and a vibrant pedestrian concourse with soft and
hard landscaping. Accessibility to the ‘heart’ is further encouraged by
extending pedestrian links to the neighbouring areas and LRT
network. The public outdoor spaces are complemented by training
facilities, multipurpose rooms and a lecture theatre which may be
used for public and community engagement events.
Similarly, the ‘Wellness Garden’ on the fifth-storey roof

introduces a green oasis in the midst of the urban environment. The
landscaped garden presents a friendly and therapeutic setting for
patients, visitors and staff.
The ward blocks ‘float’ above the podium floors, allowing

glimpses of the fifth-storey Wellness Garden from outside the
hospital boundaries. These kelong-inspired ward blocks, stepped
sections and pocket courtyards encourage the filtering of natural
light into the deeper parts of the podium.
The separation of the main ward blocks from the podium

diminishes the overall scale of the project. This gives opportunities
for creating a strong, unique architectural identity and distinguishing
the main components to aid orientation around the campus.
2.1.4 Johns Hopkins Hospital
Figure 6: Johns Hopkins Hospital
Source:
https://www.archdaily.com/243120/the-johns-hopkins-hospital-
perkinswill
https://en.m.wikipedia.org/wiki/Johns_Hopkins_Hospital
Architect: Cabot & Chandler; Perkins+Will
Architectural style: Queen Anne style

The Johns Hopkins Hospital (JHH) is the teaching hospital and
biomedical research facility of the Johns Hopkins School of Medicine,
located in Baltimore, Maryland, U.S. It was founded in 1889 using
money from a bequest of over $7 million (1873 money, worth 134.7
million dollars in 2016) by city merchant, banker/financier, civic
leader and philanthropist Johns Hopkins (1795–1873). Johns Hopkins
Hospital and its school of medicine are considered to be the founding
institutions of modern American medicine and the birthplace of
numerous famous medical traditions including rounds, residents and
house staff. Many medical specialties were formed at the hospital
including neurosurgery, by Dr. Harvey Cushing and Dr. Walter Dandy;
cardiac surgery by Dr. Alfred Blalock; and child psychiatry, by Dr. Leo
Kanner. Attached to the hospital is the Johns Hopkins Children’s
Center which serves infants, children, teens, and young adults aged
0–21.
Johns Hopkins Hospital is widely regarded as one of the world's

greatest hospitals and medical institutions. It was ranked by U.S.
News & World Report news magazine as the best overall hospital in
America for 21 consecutive years (1991–2011). In 2019–2020, U.S.
News & World Report ranked the hospital on 15 adult specialties and
10 children's specialties; the hospital came in 1st in Maryland and 3rd
nationally behind the Mayo Clinic in Rochester, Minnesota and Mass
General in Boston, Massachusetts.
The new facility designed by Perkins+Will for the John Hopkins
Hospital in Baltimore, Maryland approaches the design as a total
experience of healing that includes architecture and urban design.
The project proposes to redefine the hospital experience with The
Charlotte R. Bloomberg Children’s Center and the Sheikh Zayed
Tower, whose goal is to emphasize transformative patient-centric
care.
The new facility is a complex that includes 1.6 million square

feet within two 12-story towers that provide healthcare for children
and adults. The towers rise from an eight-story base and are defined
by curved and articulated forms, color, and outdoor garden spaces.
The towers have 560 private patient rooms, 33 state-of-the-art
operating rooms, and expansive new adult and pediatric emergency
departments. The architects and designers worked closely with the
client in order to provide a design that accounted for the
accommodation of the most advanced medical technology with the
psychological and environmental design for patient-oriented care.
Perkins+Will worked closely with landscape designers OLIN,

groups of engineers and artist Spencer Finch to design a set of
buildings that gave a new face to the campus as a whole and
addressed the experience of the space rather than focusing
exclusively on function, as most hospitals are designed. The design
takes into account the psychological benefits of providing visual
stimulation, such as color, open spaces, green spaces and an
abundance of natural light in an environment.
The entrance to the building leads into a two-story sky-lit lobby

with meditation garden. The first impression of the space is serenity,
calm and the inclusion of nature into the design. In addition,
Perkins+Will worked closely with art curator Bloomberg
Philanthropies and the John Hopkins state to collect 500 works of art
by more than 70 artists, that are now incorporated into the design of
the building. The addition of healing gardens creates a nurturing and
uplifting environment.
The glass curtain that covers most of the building was designed
by Brooklyn-based artist Spencer Finch. The final design is multi-
colored two-layered fritted glass façade whose effect moderates the
Baltimore light by day and transforms the building into a glowing
composition of color and light by night. The materials chosen for the
interior is just as important as the presence of natural light in
creating a humanizing architectural experience of medical care.
Marble, limestone, terrazo and wood were chosen for their
timelessness and elegance, set against the rich bold colors and light
of other areas.
Perkins+Will also focused on the planning stages of the design

to incorporate new and developing medical technologies to
challenge conventional solutions of hospital design. This comes from
the hospital’s patient-centric care, the interaction between patients
and staff, and the accommodations required for medical equipment
and procedures for a steady flow of operations.
2.1.5 Massachusetts General Hospital
Figure 7: Massachusetts General Hospital
Source:
https://en.m.wikipedia.org/wiki/Massachusetts_General_Hospital
https://en.m.wikipedia.org/wiki/Massachusetts_General_Hospital,_B
ulfinch_Building#:~:text=The%20Bulfinch%20Building%20of
%20the,major%20expansion%20in%201844%2D46.
http://www.nbbj.com/work/massachusetts-general-hospital-lunder-
building/
Built by: Alexander Parris
Architect: Charles Bulfinch
Architectural style: Classical Revival
Massachusetts General Hospital (Mass General or MGH) is the

original and largest teaching hospital of Harvard Medical School
located in the West End neighborhood of Boston, Massachusetts. It is
the third oldest general hospital in the United States and has a
capacity of 999 beds. With Brigham and Women's Hospital, it is one
of the two founding members of Partners HealthCare, the largest
healthcare provider in Massachusetts. Massachusetts General
Hospital conducts the largest hospital-based research program in the
world, with an annual research budget of more than $1 billion in
2019. It is currently ranked as the #6 best hospital in the United
States by U.S. News & World Report.
The Bulfinch Building of the Massachusetts General Hospital is

located on the hospital's main campus on Fruit Street in the West
End of Boston, Massachusetts. It was designed by architect Charles
Bulfinch, and built between 1818 and 1823, with a major expansion
in 1844-46. A
National Historic Landmark, it is an excellent example of

Classical Revival architecture, and a rare surviving example of an
early 19th-century public hospital building. The building is home to
the Ether Dome, an operating theater which has been separately
designated a National Historic Landmark as the site of the first public
demonstration of the use of ether as an anesthetic.
NBBJ helped Massachusetts General transform a constrained

site on its historic, urban campus into an opportunity to advance its
medical care, enable future change and create a new hub for its
campus.
Founded in 1811, Massachusetts General Hospital (MGH) is the

third oldest hospital in the United States and the oldest and largest
hospital in New England. Serving nearly 1.4 million outpatient visits
and discharging more than 48,000 patients annually, MGH had to
expand its services in order to meet a growing patient population
and continue providing the world-renowned, quality care it’s known
for. The hospital decided to build a new addition to its extremely
compact campus in downtown Boston to provide a high-tech,
patient-centered healing environment that could meet their current
needs and grow with the needs of the community for the next 100
years.
The tight urban site and the programmatically-dense building
mandated a high level of precision in the design and delivery of the
project. Building Information Modeling allowed the design team to
manage the complexities of fitting a 14-story building on a compact
site; make multiple connections to existing buildings; and link
numerous departments within, all while maximizing opportunities for
future flexibility, daylight, patient safety and staff productivity.
Located at the heart of the MGH campus, the Lunder Building

plays a critical role in integrating teaching, research and patient care
by connecting existing buildings. NBBJ used circulation modeling to
develop the ideal connections for ease of facility access, patient
transport to services elsewhere on campus and materials flow. Due
to constrictive floor-to-floor ceiling heights within existing buildings,
connections were limited to the five floors where pedestrian traffic
and logistical connections to existing buildings were most critical.
The loading dock and sterile processing department, on levels

LL1 and LL2, respectively, service the entire campus. Joining with the
White and Ellison buildings below grade, these connections are
critical for campus-wide materials distribution.
2.2 LOCAL STUDIES
2.2.1 Tondo Medical Center

Figure 8: Tondo Medical Center
Source: https://www.google.com.ph/search?
q=tondo+general+hospital&sxsrf=ALeKk03a5ZHAar3dnhQs2aKt5kOD
Cx9zIQ:1604536199138&source=lnms&tbm=isch&sa=X&ved=2ahUKE
wiG2baRk-
rsAhWHFIgKHZI3A7wQ_AUoAnoECDUQBA&biw=1366&bih=600#img
rc=g4nHclyB5O39lM
https://en.wikipedia.org/wiki/Tondo_Medical_Center#:~:text=The
%20Tondo%20Medical%20Center%20(TMC,%2C%20City%20of
%20Manila%2C%20Philippines.
Architect: Not mentioned
Care system: Public
Type: General, Public
Beds: 300
The Tondo Medical Center (TMC) is a 300-bed capacity tertiary

public medical center established in 1971, under the supervision and
control of the Department of Health (DOH). It is located on North Bay
Boulevard, Tondo District, City of Manila, Philippines. TMC has eight
hospital departments, all of which are currently accredited with their
respective specialty societies except for EENT and Radiology which
are still in the process of accreditation with the DOH.
History
In January 1971, the hospital situated Northbay Boulevard,
Balut, Tondo, Manila started as the Tondo Annex of the Jose R. Reyes
Memorial Hospital. By virtue of Republic Act 6375 on July 16, 1971
(An act creating Tondo General Hospital and Medical Center), the
ownership and possession of a lot, building, and other physical
plants, equipment, tools, implements, records, funds, appropriations
and personnel were transferred to the Hospital Board in the name of
the Tondo General Hospital and Medical Center.
It was established and operated in and for the District of

Tondo, City of Manila as a non-profit public institution and its
purpose being primarily to give free in-patient and out-patient
medical care to as many residents of the District of Tondo. Under this
Act, the hospital shall have a bed capacity of not less than one
hundred (100). Ninety percent of which shall be devoted exclusively
to charity patients.
On January 30, 1987, Executive Order No. 119 was passed

reorganizing the Ministry of Health and its attached agencies. Tondo
General Hospital and Medical Center created as a government
corporation under Republic Act 6375 was dissolved and all its assets,
liabilities, properties and personnel were transferred to Tondo
Medical Center under the Department of Health.
Now, it has an authorized bed capacity of 200 and

departmentalized services consisting of Anesthesiology, Internal
Medicine, Pediatrics, Obstetrics and Gynecology, Surgery, Optha,
ENT, Radiology and Pathology. Furthermore, the hospital caters to
the health needs of both in-patients and out-patients along
residential and industrial areas not only in Tondo but also from
Caloocan, Malabon, Navotas, Valenzuela (CAMANAVA) and some
parts of Bulacan.
The Hospital is Philhealth accredited with all major

departments accredited by their medical societies. The hospital is
also a key player of DOH programs and continuous to be an effective
partner with local government units in providing health care.
With the enactment of Republic Act 11331, TMC's bed capacity

was increased to 300, its professional health care services and
facilities were upgraded, and its medical personnel were increased.
2.2.2 UCMed
Figure 9: UCMed
Source:
https://www.sunstar.com.ph/article/6599/Business/300-bed-12-
storey-hospital-boasts-of-high-tech-facilities
https://cebudailynews.inquirer.net/322895/ucmed-expands-covid-
19-capacity-eyes-accreditation-on-pcr-testing
https://ucmed.ph/about/
Architect: Omar Maxwell Espina of Perez-Espina Associates
Care System: Private
Type: General, Private
Beds: 300
The UCMed is a P2-billion, 12-storey building categorized as a
Level 2 hospital with a 300-bed capacity located in a one-hectare lot
along Ouano Ave.
The Company has been established as a premiere institution

committed to provide quality, affordable, efficient and person-
centered healthcare through its state-of-the-art medical facilities and
excellent medical staff. UCMed is envisioned to be a tertiary hospital
with a 300-bed capacity.
An Affiliate of the University of Cebu (the largest privately-held

educational institution in the country) and the University of Cebu
School of Medicine, UCMed aspires to be a training hospital for the
students and medical practitioners in the field of Medicine, Nursing
and Allied Medical Services. UCMed is also an affiliate of St. Vincent
General Hospital, a 100-bed capacity hospital located in Sambag II,
Cebu City.
 UCMed opened last May 1, 2015. The Php 2 billion

structure was built on a 1 hectare property along Ouano Avenue,
Subangdaku, Mandaue City.
 By December 2016, UCMed opened its seven-story
University of Cebu School of Medicine and Medical Arts Building
beside the hospital along Ouano Avenue, Mandaue City.
 The School of Medicine aims to serve more students not
only in Cebu but also VisMin. The 4th to 7th floors houses state-of-
the-art amphitheater laboratories for biochemistry, physiology,
pharmacology, gross anatomy, histology, microbiology, pathology
and parasitology from. It
 The UCMed Medical Arts Building offers doctors’ clinics,
OPD offices, Residency Training program Offices and dedicated
centers.
 Total Number of Doctors’ Suites: 110 Clinics with 243
specialists holding clinic.
 A total of 773 Specialists are affiliated with UCMed.
CEBU CITY, Philippines — Amid the still rising coronavirus

disease 2019 (COVID-19) cases in Cebu, the University of Cebu
Medical Center (UCMed), one of the hospitals catering to confirmed
cases, has initiated adjustments to expand their capacity and services
in relation to the contagion.
As of June 23, 2020, UCMed has already expanded its COVID-

19-dedicated bed capacity to 91 in order to cater to more confirmed
patients that need hospital care.
This was already the fourth time that the hospital added more
COVID-19-dedicated beds since the start of the outbreak.
“We started with a 10-bed capacity, then increased by 65

percent (29 beds), then increased by 52 percent (60 bed), and last
June 23, we increased it by another 34 percent with an overall 91-
bed expansion to date,” UCMed told CDN Digital.
Aside from expanding bed capacity, UCMed is also working on
getting accreditation for its molecular laboratory in order to conduct
its own COVID-19 testing using the reverse transcription-polymerase
chain reaction (RT-PCR).
Currently, there are only three laboratories in Cebu that run

the rt-PCR test of the swab samples of suspected patients and close
contacts. These are the Vicente Sotto Memorial Medical Center
(VSMMC), Department of Health TB Reference Laboratory (TBRL),
and a private hospital in Lapu-Lapu City.
2.2.3 Bangued Christian Hospital
Figure 10: Bangued Christian Hospital
q=Bangued+Christian+Hospital&sxsrf=ALeKk01ijbYmEJJZSLtCTawneAi
INEy5OQ:1604547631537&source=lnms&tbm=isch&sa=X&ved=2ahU
KEwju_OjcversAhWo3mEKHfLyAJ4Q_AUoAnoECCoQBA&biw=1366&
bih=657#imgrc=cvjOWwIl5c5ahttps://en.wikipedia.org/wiki/Bangued
_Christian_Hospital
Architect: Not Mentioned
Care system: Private
Type: Secondary general hospital
History
First evangelical Christian missionaries arriving in the

Philippines in 20th century often combined preaching and medical
help for local population. They considered medical healing as part of
their mission, as Jesus had commanded them to "Heal the Sicks".
Also, they seeks to demonstrate God's love by working among people
suffering from poverty, conflict, oppression and natural disaster. The
Bible calls Christians to serve people who are hungry, thirsty, sick, in
prison and strangers (Matthew 25:35-36). This command was
expressed by Menno Simons, a 16th-century Anabaptist leader from
whom Mennonites take their name, who stated that "True
evangelical faith cannot lie sleeping, it clothes the naked, it comforts
the sorrowful, it feeds the hungry, it shelters the destitute, it cares
for the sick, it becomes all things to all men." The Mennonite Central
Committee is motivated by these principles.
Mennonite Central Committee (MCC) is a relief, service, and
peace agency of the North American Mennonite and Brethren in
Christ churches.
Mennonite Central Committee (MCC) was established in the

Philippines after the Second World War, and expanded its offices
over the country for evangelism together with the healing and social
mission. Mennonite Central Committee (MCC) had placed 17 workers
in relief assistance to war victims. Their program soon focused on the
province of Abra in northern Luzon, whose capital Bangued had been
destroyed by bombing. They purchased a land in Bowen Street,
Bangued and built a military barrack-like building. They initially set up
a clinic and was gradually developed into better equipped hospital.
The building was officially inaugurated in the name of Christ as the
Christian Hospital in 1948, widely known as the "mission" hospital.
When MCC staff left in 1950, the Northwest Luzon Conference

(NWLC) of the United Church of Christ in the Philippines assumed
responsibility for the Christian Hospital and Abra Mountain High
School (now known as Abra Mountain Development Education
Center) in the isolated mountain village of Lamau, Bucloc in 1951.
Debt grew quickly as a sign of the post-World War II

depression. In 1970, it was relocated to its present location. As a
result of the ongoing financial difficulties, the Northwest Luzon
Conference (NWLC) of the United Church of Christ in the Philippines
sold the hospital to the evangelical medical couple, Dr. Benjamin and
Mrs. Loreto Bringas. The hospital was renamed Bangued Christian
Hospital. It became an affiliate hospital of the Northwest Luzon
Conference (NWLC) of the United Church of Christ in the Philippines.
Activities
At present the Bangued Christian Hospital services include:

surgery, obstetrics & gynecology, emergency, family practice, health
checkup (wellness), laboratory, x-ray, pharmacy, skilled nursing care.
The hospital maintains very high clinical, governance and educational
standards, and is a member of Philippine Hospitals Association. It is
surveyed and accredited bi-annually by the Philippine Healthcare
Insurance Corporation, a major national healthcare accreditation
group and licensed for secondary level of services by the Department
of Health.
Besides medical care it provides spiritual care with its patients

and staff. The slogan of the Hospital is "God Heals, We Serve", which
means difference in quality and excellence of service, equipment,
spiritual atmosphere, and qualification of nurses and physicians.
Buildings
The hospital consists of a female general ward, male general

ward, labor room, delivery room, nursery, recovery room, out-
patient and emergency room, operating room, dispensary,
laboratory, pharmacy and kitchen. In the compound there is also a
chapel for patients and employees now known as the Jesus, Others,
and You Christian Fellowship. Outside the gate is the Hospital
Canteen.
Jesus, Others, and You Christian Fellowship
Jesus, Others and You Christian Fellowship (JOYCF) is an

independent non-denominational evangelical congregation with a
Reformed tradition. It was once a partner church of the Valley
Cathedral Philippines through the initiation of Pastor Hector B. Reyes.
Its partnership was officiated last July 6, 2008. Now it is a partner
church of Tangadan Bible Baptist Church in Tangadan, San Quintin,
Abra.
2.2.4 Cagayan Valley Medical Center
Figure 11: Cagayan Valley Medical Center
Source:
https://www.google.com.ph/search?
q=Cagayan+Valley+Medical+Center&sxsrf=ALeKk03IsK-
3GSe5HGSs4gRwX8EFYq8XoQ:1604555275294&source=lnms&tbm=i
sch&sa=X&ved=2ahUKEwib4tKZ2ursAhUv7GEKHeM8DMAQ_AUoAno
ECDMQBA&biw=1366&bih=600#imgrc=Ji2AF4qzvQmQgM
https://en.wikipedia.org/wiki/Cagayan_Valley_Medical_Center
Type: Level 3 (General)
Beds: 500 (authorized capacity)
History
In 1945 immediately after the end of World War II, The

hospital was established as the 43rd Filed Hospital, an army tent set
up by the 37th Infantry which came from Pangasinan under Major
Anderson of the United States Marine Corps with cooperation with
doctor Venancio del Rosario. It treated both American and Filipino
soldier as well as civilians.
The American-aided clinic later ceased operations but the

defunct Philippine Civilian Auxiliary Unit was converted into
Tuguegarao Hospital on June 25, 1945 by Gregorio M. Reyes, the first
Cagayan chief and a doctor. It had a 25 bed capacity but the
management continued to use several USMC tents situated in front
of the Cagayan High School. In June 1945, when schools started
another school year and with the early start of the typhoon season,
the hospital moved to the war-torn residence of Pedro Atabug and
James Whitney. The wages and salaries of the Tuguegarao Hospital's
staff and personnel were then funded through donations, shows and
dance benefits.
Rehabilitation and expansion
The Tuguegarao Hospital underwent a rehabilitation. Nipa roof

and sawali walls augmented the hospital structure. The funds of
Secretary of Labor, Marcelo Adduru was significantly helpful in
funding the hospital operations. On May 15, 1946, Adduru made the
Philippine Relief and Rehabilitation Administration transfer three
quonset huts to the hospital at no cost for the Tuguegarao Hospital's
nurses' dormitory, storeroom, dispensary and doctor's quarters.
The Tuguegarao Hospital was converted into Cagayan

Provincial Hospital in November 1945 through the virtue of a
Cagayan provincial board resolution under the administration of then
Governor Baldomero Perez. The hospital remained under the
management of Gregorio M. Reyes. The Provincial board helped
generate and set aside funds for the hospital's operation and
maintenance and the hospital started to expand. When the hospital's
old nipa roofing and the sawali walls started to deteriorate, the
hospital transferred to the Division of Schools Building while
simultaneously commenced the reconstruction of a two-storey semi-
permanent building, which was later occupied by the Integrated
Provincial Health Office.
Teogenes Alfonso took over the hospital management on
September 28, 1947 when Reyes resigned on the same year to open
his own private clinic. Justiniano M. Mendoza succeeded Alfonso who
launched an intensive campaign targeted to people in rural areas to
patronize the hospital's services and facilities. The two-storey
building was inaugurated and opened on March 1, 1951 with an
increased bed capacity. Menndoza resigned in August 1952 to study
in the United States as a scholar.
Name changes and continued expansion
The hospital now known as the Cagayan Provincial Hospital at

that time was designated as Regional Training and Teaching Hospital
per Department Administrative Order No. 79, s. 1963 which later was
classified as a Tertiary Regional Hospital for Region 02, per Ministry
Administrative Order No. 83, s. 1980, dated April 22, 1980.
On July 20, 1983, the Regional Health Office Laboratory,

Regional Mental Hospital and the Cagayan Provincial Hospital were
integrated and became the Integrated Cagayan Regional Hospital. In
February 1986, this was transferred to its present site in Carig,
Tuguegarao, Cagayan. A bill was proposed to change its name to
Cagayan Valley Regional Hospital but did not prosper due to the
EDSA Revolution of 1986. It was on September 15, 1989, that this
proposal was made into a reality when the hospital's name was
changed to Cagayan Valley Regional Hospital (CVRH) per Republic Act
No. 6782.
On March 20, 1998, it was converted to Cagayan Valley
Medical Center (CVMC) under RA No. 8599 with an authorized bed
capacity
2.2.5 Makati Medical Center
Figure 12: Makati Medical Center
q=Makati+Medical+Center&hl=en&sxsrf=ALeKk02sDLB5Lf37wUc2SP
74YH0rDzwdFw:1604555754706&source=lnms&tbm=isch&sa=X&ved
=2ahUKEwiv8Z_-2-
rsAhUOH3AKHRKOAzAQ_AUoAnoECD4QBA&biw=1366&bih=600#im
grc=oEUhsU6r5CsqdM
https://en.wikipedia.org/wiki/Makati_Medica
Architect: G. Araneta, Architect Luis Ma.

G. Araneta was commissioned to design and build Makati Medical
Center.
Type: Private / Teaching
Beds: More than 600
Makati Medical Center (MMC), also known as Makati Med, is a

tertiary hospital in Makati, Metro Manila, Philippines with more than
600 beds. The hospital was founded on May 31, 1969. It is one of the
hospitals owned and operated by Medical Doctors Inc., a subsidiary
of Metro Pacific Investments Corporation.
Clemenia twins separation
The hospital performed the country’s first successful surgical

separation of the rare congenital anomaly of conjoined Tetrapus
Ischiopagus twins. Dr. Raul G. Fores immediately approved their
transfer to MakatiMed's pediatric nursery, where they were raised by
the pediatric staff until they were ready to be operated on.
The MakatiMed team took nine months of preparation,

planning, and mock exercises before the actual operation took place.
In May 1998, pediatricians, plastic surgeons, pediatric surgeons,
urologists, orthopedic surgeons, anesthesiologists, nurses, and
operating room attendants spent 17 hours operating.
Reception
In 2011, MakatiMed became the first and only Philippine

health institution to be certified with the 4th edition Joint
Commission International accreditation and the 4th hospital in the
country to be accredited.
Also in 2011, Asian Hospital Management Awards (AHMA)

gave MakatiMed an “A Decade of Achievement” special award. This
recognition was given to the top three hospitals who won the most
Asian Hospital Management Awards in the 10 years of HMA.
MakatiMed is the only hospital in the Philippines given this
recognition.
Partnerships with other hospitals
MakatiMed launched the Strategic Hospital Alliance Program,

or SHAP, in July 2010. The program is geared toward expanding and
sharing MakatiMed’s services to the rest of the country by
establishing partnerships with hospitals located in other cities and
the provinces.
Under this program, MakatiMed’s partner hospitals may refer

patients to MakatiMed in order for them to access facilities and
services that their local hospitals cannot or do not yet provide. These
hospitals can also gain access to diagnostic equipment and tools that
would otherwise require substantial investments.
As of September 2012, MakatiMed has 65 hospital partners all

over the country.
Makati Medical Center College

Makati Medical Center College is a medical school located at
Libran House, 144 Legazpi corner Bolanos streets, Legaspi Village,
Makati City. It offers Bachelor of Science in Nursing and other health
related courses. Established on May 30, 1976, it was given the name
Remedios T. Romualdez Memorial School, in memory of the mother
of Imelda Romualdez-Marcos, the first lady of the Philippines during
that time. On February 26, 2010, it was changed to Makati Medical
Center College. On October 2013, STI Health Professionals Inc.,
operator of De Los Santos-STI, purchased all of MMCC from Medical
Doctors Inc. through its sister school PWU
2.2.6 Philippine General Hospital
Figure 13: Philippine General Hospital
Source:
q=philippine+general+hospital&tbm=isch&ved=2ahUKEwjnw-q43-
rsAhUbfN4KHRCdDeEQ2-
cCegQIABAA&oq=philippine+ge&gs_lcp=CgNpbWcQARgAMgIIADICC
AAyAggAMgIIADICCAAyAggAMgIIADICCAAyAggAMgIIADoECCMQJzoE
CAAQQzoFCAAQsQM6BwgAELEDEENQrN9MWKaiTWDErk1oAXAAeA
CAAfgBiAGnCpIBBjEzLjAuMZgBAKABAaoBC2d3cy13aXotaW1nwAEB&
sclient=img&ei=ipejX-fWNJv4-
QaQuraIDg&bih=600&biw=1366&hl=en#imgrc=L-
NC0wDxJbZJdMhttps://en.wikipedia.org/wiki/PhilippinA_General
Architect: Architect Tomas Mapua in neo-classic style that follows

the Daniel Burnham plan for Manila.
Care system: Public
Type: General, public, teaching
Beds: 1,100 charity beds The Philippine General Hospital (also

known as University of the Philippines–Philippine General Hospital or
UP–Philippine General Hospital), simply referred to as UP–PGH or
PGH, is a tertiary state-owned hospital administered and operated by
the University of the Philippines Manila. It is designated as the
National University Hospital, and the national government referral
center. It stands within a 10-hectare (25-acre) site located at the UP
Manila Campus in Ermita, Manila. PGH has 1,100 beds and 400
private beds, and has an estimated of 4,000 employees to serve
more than 600,000 patients every year.
The PGH, being the largest training hospital in the country, is
the laboratory hospital of health science students enrolled in the
University of the Philippines. This includes students of medicine,
nursing, physical therapy, pharmacy, occupational therapy, dentistry,
and speech pathology.
There are 15 clinical departments under the Philippine General

Hospital — Family and Community Medicine, Anesthesiology,
Internal Medicine, Surgery, Neurosciences, Pediatrics,
Otorhinolaryngology-Head & Neck Surgery, Ophthalmology,
Orthopedics, Rehabilitation Medicine, Psychiatry, Radiology,
Pathology, Emergency Medicine and Obstetrics & Gynecology—all of
which offer residency and fellowship training. It also offers various
training for paramedical specialties such as nursing, physical therapy,
occupational therapy, speech pathology, radiation technology,
nutrition, hospital dentistry, medical technology and EMT training.
As established in 1907, UP-Philippine General Hospital is the

fourth oldest American hospital in the Philippines after CPU–Iloilo
Mission Hospital (1901), Silliman University Medical Center (1903)
and St. Luke's Medical Center (1903).
History
In 1907, The Philippine Commission passed Act No. 1688 which

appropriated the sum of about P780,000.00 for the construction of
the Philippine General Hospital in Manila. The cornerstone of the
hospital was laid on February 28, 1908. The bids for the construction
of the buildings were opened on July 27 and the contract was
awarded to the lowest bidder, H. Thurber of the Manila Construction
Company. The structural works for the central administration
building, a surgical pavilion with two operating rooms, a building for
dispensary and out-clinic, five ward pavilions of sixty beds each, a
nurses’ home, a kitchen, an ambulance stable and morgue were
completed on November 30, 1909. In 1910, the Philippine General
Hospital opened its door to the public on September 1 with three
hundred thirty beds and was eventually linked to the Philippine
Medical School. PGH remained open during World War II, where its
wards overflowed with victims of the conflict. It treated Filipino,
Japanese soldiers and American internees alike, even if the hospital
supplies are almost depleted.
In 1981, First Lady Imelda R. Marcos commissioned Architect J.

Ramos to undertake the master planning of the PGH renovation
project. PGH celebrated its centennial in 2007, one hundred years
since the US government passed a law establishing it.
During the 2020 coronavirus pandemic in the Philippines, PGH

was selected as one of three Covid-19 Referral Center of the country.
The hospital provided 130 beds for Covid-19 patients, while
continuing to serve other people with other ailments. PGH officially
accepted COVID-19 referrals from other hospitals starting March 30,
2020.
Architecture
The Philippine General Hospital Administration Building is
situated along Taft Avenue in Manila. It was built by architect Tomas
Mapua in neo-classic style that follows the Daniel Burnham plan for
Manila. This plan included Manila Hotel, Army and Navy Club and the
Philippine General Hospital. These were executed by his successor,
Parsons included who was a city planner in the Philippines during the
early period American colonization in the country. His works was a
clear translation of Neoclassicism into a new hybrid of colonial
tropical architecture.
2.2.7 University of Santo Tomas Hospital
Figure 14: University of Santo Tomas Hospital
q=University+of+Santo+Tomas+Hospital&tbm=isch&ved=2ahUKEwia
2vyV5OrsAhX5xIsBHQKIDLEQ2-
cCegQIABAA&oq=University+of+Santo+Tomas+Hospital&gs_lcp=CgN
pbWcQAzIHCCMQ6gIQJzIHCCMQ6gIQJzIHCCMQ6gIQJzIHCCMQ6gIQJ
zIHCCMQ6gIQJzIHCCMQ6gIQJzIHCCMQ6gIQJzIHCCMQ6gIQJzIHCCMQ
6gIQJzIHCCMQ6gIQJ1DzrR1Yt7odYMq6HWgBcAB4AIABAIgBAJIBAJgB
AKABAaoBC2d3cy13aXotaW1nsAEKwAEB&sclient=img&ei=f5yjX9qe
OfmJr7wPgpCyiAs&bih=600&biw=1366&hl=en#imgrc=yU-
ieUqth9unQM
https://en.wikipedia.org/wiki/University_of_Santo_Tomas_Hospital
Care system: Private, Charity
Type: Teaching
Beds: 352 private patient beds, 460 charity or clinical beds
The University of Santo Tomas Hospital (simply UST Hospital or

USTH) is a hospital located at the University of Santo Tomas. The
hospital has two divisions, a clinical teaching hospital that offers
inexpensive medical care for indigent patients and a private hospital
for patients with financial means, which is partially used to subsidize
the clinical division.
History
The University of Santo Tomas Hospital is the third clinical

hospital for the University of Santo Tomas. The university received its
first teaching hospital on an 1875 order of King Alfonso of Spain,
setting up instruction in the Franciscan hospital San Juan de Dios,
established in 1577. During the war, San Juan de Dios was converted
to hold the Quezon Institute and St. Paul's Hospital given to the
university, but the campus and hospital were destroyed in February
1945 during the Liberation of Manila. With supplies purchased from
the United States Army and money borrowed from Elizalde and
Company, the university built a new facility. The charity unit opened
on February 15, 1945 and the private, pay hospital of the University
of Santo Tomas opened on March 7, 1946. The hospital subsequently
grew, with the units combining with the completion of the University
of Santo Tomas Hospital quadrangle in 1959.
The hospital was early in offering genetic counseling to

patients in the Philippines, with a prenatal diagnostic clinic opening
in 1984.[3] It opened a pediatric intensive care unit three years
thereafter.
During the COVID-19 pandemic, the hospital experienced a

financial crisis after reporting financial losses from unpaid PhilHealth
claims and underpayment of some COVID-19 patients. The
management decided to retrenched its non-essential staffs but has
deferred from pushing through with the move.
2.2.8 Manila Doctors Hospital

Figure 15: Manila Doctors Hospital
q=Manila+Doctors+Hospital&tbm=isch&ved=2ahUKEwjkx_X85ersAhX
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https://en.wikipedia.org/wiki/Manila_Doctors_Hospital
Architect: Dewey Santos, Don Noberto Ty Tower
Care system: Maxicare
Type: Specialist
Beds: 300 - 500

Manila Doctors Hospital (MDH), simply referred to as MaDocs,
is a tertiary hospital located in Ermita, Manila, Philippines. It was
founded in the City of Manila in 1956 by the group of doctors. The
hospital is currently owned by the Manila Medical Services, Inc. It
provides services for physical examination, cardiovascular check, and
oncology unit. George S.K. Ty is the current honorary chairman of
Manila Doctors Hospital. It is currently owned by the Metrobank
Foundation.
History
The hospital was founded in 1956 by a group of 14 doctors, in

a 5-storey building which was converted into a hospital complex in an
8-storey Doña Salustiana Medical Tower.
In December 1975, during the 19th anniversary celebration of

Manila Doctors Hospital, MDH opened its affiliated campus, known
as the Manila Doctors Hospital School of Nursing (then Manila
Doctors College, now Manila Tytana Colleges), its campus was
originally located at the fourth floor of Manila Doctors Hospital,
before it got relocated in Pasay City along Macapagal Boulevard in
2004.
On February 27, 1979, the Metrobank Group became the

major stockholder of Manila Medical Services, Inc.
In 2005, The hospital received its ISO 9001:2000 Certification

from the International Organization for Standardization and it has
been updated to ISO 9001:2008 in 2011.
In December 2015, the Metro Pacific Investments Corporation
purchased a total of 388,932 common shares of stock in Manila
Medical Services, Inc.
On December 8, 2016, The hospital opened its new medical

tower, the Norberto Ty Medical Tower (NTMT II), its new 18-floored
tower along Kalaw Avenue, in celebration of the hospital's 60th
anniversary. MDH continually developed its entire support and
medical departments to become one of the top five hospitals in
Metro Manila. In 2017, the Manila Doctors Hospital acquired its new
building with approximately 500 beds and more clinic rooms and
doctors. The hospital also added more medical and diagnostic
services, such as one stop shop wellness hub, vascular clinic and
radiation oncology center which houses the most advanced cancer
treatment– the Linear Accelerator (LINAC) and Brachytherapy, as
well as several new restaurants on the building itself.
On January 31, 2020, The hospital opened a quarantine area

for patients during the ongoing COVID-19 pandemic.
2.2.9 Cardinal Santos Medical Center

Figure 16: Cardinal Santos Medical Center
q=cardinal+santos+medical+center+wikipedia&hl=en&sxsrf=ALeKk01
elt1j9vvtx9iV0Ai5vRD6Iu9u_A:1604559448666&source=lnms&tbm=is
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ECB4QAw&biw=1366&bih=600#imgrc=sfxD_EDxzXJ-gM
https://topten.ph/2014/09/15/top-10-best-hospitals-philippines/
Qualification: Tertiary
Named in the honor of Archbishop Rufino Cardinal Santos, the

medical center is a 235-bed tertiary general hospital. Though the
private hospital caters specifically to the upper class, a special section
has been allotted for indigent patients. This institution is managed by
Colinas Verdes Hospital Managers Corporation (CVHMC) operating
under Metro Pacific Investments Corporation (MPIC).
2.2.10 The Medical City
Figure 17: The Medical City
Source:
https://en.wikipedia.org/wiki/The_Medical_City
q=the+medical+city&tbm=isch&ved=2ahUKEwi3j9q06OrsAhXPAJQKH
eqRDtIQ2-
cCegQIABAA&oq=the+&gs_lcp=CgNpbWcQARgAMgQIIxAnMgQIIxAn
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gQIABBDMgQIABBDOgcIIxDqAhAnOgIIADoFCAAQsQNQxYFIWOONSG
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1pbWewAQrAAQE&sclient=img&ei=8qCjX7fOB8-
B0ATqo7qQDQ&bih=600&biw=1366&hl=en#imgrc=wGnt3XeGa28wX
M&imgdii=dKSkRYAAVvcHFM
With a medical staff of 1,100 physicians and a whopping 2,200

support staff, The Medical has certainly brandished a quality image of
providing quality health care services. Unfortunately over the years,
this has gained them the reputation as elitist – catering only to the
upper class of society.
Professional Services Inc. operating as The Medical City (TMC)

is a health institution in the Philippines which maintains a network of
hospitals and clinics in the Philippines. The TMC also maintains the
Guam Regional Medical City in Guam and a network of clinics in the
Gulf states.
History
The main hospital of The Medical City opened as the ABM

Sison Hospital in 1967 with a change of hospital management
occurring in 1969.[2]The health facility was renamed as "The Medical
City" or TMC in 1975.
In 1996, the first outpatient clinic was opened in Antipolo,
Rizal. The main hospital moved to its current location in Ortigas in
2004. The TMC launched the Center for Patient Partnership, its
flagship patient partnership program in 2007.
TMC began aggressively expanding its presence by acquiring

hospitals and clinics outside Metro Manila and in the Visayas and
Mindanao as well in the early 2010s.
A boardroom coup happened in September 2018, which led to

CEO Alfredo Bengzon losing control of TMC. His nephew Jose Xavier
Gonzales was elected as Chairperson and Eugenio Ramos was elected
as CEO in a special stockholders meeting. The move was legally
challenged by Bengzon with the Gonzales-Ramos side insisting
Bengzon's tenure has expired and that he has less than 1 percent
stakes in the company. Another election was held electing Gonzales
and Ramos to the TMC's board
During the 2020 coronavirus pandemic in the Philippines, the

TMC has accommodated patients at its main hospital in Ortigas. By
April 2020, the hospital is already among the COVID-19 testing
centers in the country and the TMC has entered partnership with the
local governments of Pasig and Valenzuela; with the former to
convert the Pasig City Children's Hospital to a COVID-19 dedicated
facility and with the latter for their mass testing efforts.
Facilities
The hospital's main facility is located on a 1.5-hectare property
along Ortigas Avenue, almost within the business district of Ortigas
Center in Pasig, Metro Manila. Composed of 115,000 square meters
of floor space, it includes two Nursing Towers which can be fitted for
up to 800 beds. The two towers are joined by a Podium, bridgeways,
and a Medical Arts Tower. The 18 floors of the Medical Arts Tower
house 280 doctors' clinics and select commercial spaces, while
located within the six-floor Podium are diagnostic and intervention
facilities, as well as support and administrative offices.
The hospital also has a three-level basement parking

accommodation for over a thousand vehicles. The complex is also
equipped with a broad range of security features, an advanced
building management system, and biosafety features incorporated
into sensitive patient areas.
TMC also serves as the hub for a network of satellite clinics and
hospitals that delivers a range of diagnostic and therapeutic services
to patients in Manila and select provinces.
It also operates the Guam Regional Medical City, the first

private hospital in Guam as well as clinics in the Gulf Cooperation
Council countries.
2.2.11 Asian Hospital and Medical Center

Figure 18: Asian Hospital and Medical Center
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https://en.wikipedia.org/wiki/Asian_Hospital_and_Medical_Center
https://topten.ph/2014/09/15/top-10-best-hospitals-philippines/
Architect: Robin Guenther

Robin Guenther is a practicing healthcare Architect whose built work
has been published both nationally and internationally.
Care system: Private, Philippine Health Insurance Corporation

(PhilHealth) accredited
Type: Tertiary
Beds: 312
Founded in 2002 by Jorge Garcia, MD – an alumnus of the

Faculty of Medicine & Surgery of the University of Santo Tomas –
Asian Hospital has been synonymous to advance medical facilities
that are at par with international standards of medicine.
The Asian Hospital and Medical Center, established on March

15, 2002 with Jorge Garcia, MD, an alumnus of the Faculty of
Medicine & Surgery of the University of Santo Tomas, as its founding
chairman, is the first private tertiary hospital built in the southern
part of Metro Manila. It currently stands on a land area within the
vicinity of Filinvest Corporate City, Alabang, Muntinlupa, Philippines,
measuring 17,258 square metres (185,760 sq ft) that both includes
the main hospital building and the hospital's medical offices.
Awards and certifications
The medical center has been licensed by the Philippine

Department of Health and is affiliated with and accredited to the
Philippine Health Insurance Corporation (PhilHealth).
It has also been accredited by The Joint Commission in 2013,
with a renewal of the accreditation given in 2016.
2.2.12 St. Luke’s Medical Center – Global City
Figure 19: St. Luke’s Medical Center – Global City
Source: https://www.google.com.ph/search?q=st.+luke
%E2%80%99s+medical+center+
%E2%80%93+global+city&tbm=isch&ved=2ahUKEwi0nvr37-
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wAEB&sclient=img&ei=1qijX7TbDJKLmAX9ubHgCw&bih=600&biw=1
366&hl=en#imgrc=pjgA2ycxVfbVJM
https://en.wikipedia.org/wiki/St._Luke%27s_Medical_Center_
%E2%80%93_Global_City#:~:text=Gloria%20Macapagal
%20Arroyo.-,Architecture%20and%20design,costed%20around
%20%E2%82%B19%20billion.
Architect: RR Payumo and Associates
St. Luke's Medical Center – Global City is a hospital at the

Bonifacio Global City in Taguig, Metro Manila, Philippines. It is the
sister facility of the hospital of the same name in Quezon City. Both
are affiliated with the Episcopal Church of the Philippines.
History
The hospital at the Bonifacio Global City is an offshoot of the

hospital of the same name in Quezon City which was established in
1903. On January 16, 2010 the hospital was inaugurated by then
President Gloria Macapagal Arroyo.
Architecture and design
The hospital was designed by architecture firm RR Payumo and

Associates and the construction costed around ₱9 billion. A joint
venture between First Balfour and Makati Development Corporation
was involved in the construction of the hospital.
Facilities
The hospital hosts 10 institutes dedicated to cancer, digestive
and liver diseases, eyes, neurosciences, orthopedics and sports
medicine, pathology, pediatrics and child care, pulmonary medicines,
and radiology. It also has 18 operating rooms, five delivery rooms,
imaging suites, ancillary outpatient services, critical care units,
catheterization laboratory, OB-gynecology complex and post
anesthetic care units. The center in Global City houses 10 institutes
for the heart, cancer, neurosciences, digestive and liver diseases,
eyes, orthopedics and sports medicine, pathology, pediatrics and
child care, pulmonary medicines and radiology.
Upon its inauguration the health facility hosts a 14-storey

nursing tower with a capacity of 600 beds, a helipad and a podium,
along with an 11-storey medical arts building which can house clinics
for 374 doctors and a ground floor with lobbies described as "hotel-
like", and a multi-level parking with at least 1,000 parking slots. The
hospital's gross floor area is about 154,000 square meters (1,660,000
sq ft).
Reception
United States based magazine, Healthcare Management News

and Insights, list St. Lukes Medical Center - Global City as part of its
"World’s Most Beautiful Hospitals" on its March 2012 issue where
the hospital was ranked 11th out of the 25 listed. The hospitals were
rated by the magazine's editors according to their interior and
exterior features, as well as their "health-promoting" features. St.
Lukes was only one of the three Asian hospitals on the list.
CHAPTER III
ARCHITECTURAL PROGRAMMING
3.1 Organizational Structure
Table 1: Model Organizational Structure for a Level 3 Hospital

(300 Bed Capacity)
(300 Bed Capacity)
(300 Bed Capacity)
Table 2: Basic Organizational Structure Chart
Table 3: Structure of Office of Medical Center Chief
Table 3: Structure of Office of Medical Center Chief
3.2 Space Requirements

3.2.1 Footprint Sizes and Criteria
Table 4: Tables of Rooms Without Room Data Sheet

Table 5: Tables of Administrative Spaces and Footprint Sizes
Table 6: Tables of Emergency Spaces and Footprint Sizes
Table 7: Tables of Outpatient Spaces and Footprint Sizes
Table 8: Tables of Emergency Spaces and Footprint Sizes
Table 9: Tables of Ancillary Spaces and Footprint Sizes
Table 9: Tables of Ancillary Spaces and Footprint Sizes
Table 10: Tables of Nursing Wards Spaces and Footprint Sizes
Table 11: Tables of Burn Unit Spaces and Footprint Sizes
Table 12: Tables of Operating Room Complex Spaces and Footprint
Sizes
Table 13: Tables of Delivery Room and NICU Spaces and Footprint
Sizes
Table 14: Tables of Engineering, Maintenance and Housekeeping
Spaces and Footprint Sizes
Table 15: Tables of Support Service Facility Spaces and Footprint
Sizes
3.3 Space Programming
3.3.1 Matrix and Bubble Diagram
Figure 21: General Bubble Diagram
Figure 22: General Matrix Diagram

Figure 23: Main Hospital Ground Floor Bubble Diagram
Figure 24: Main Hospital Ground Floor Matrix Diagram

Figure 25: Second Floor Bubble Diagram
Figure 26: Second Floor Matrix

Figure 27: Third Floor Bubble Diagram
Figure 28: Third Floor Matrix Diagram

Figure 29: Fourth Floor Bubble Diagram
Figure 30: Fourth Floor Matrix Diagram
Figure 31: Teaching and Learning Bubble Diagram

Figure 32: Teaching and Learning Matrix Diagram
CHAPTER IV
THE SITE
4.1. SITE CRITERIA
Listed below are the general and specific site characteristics that
would aid the researcher in selecting the most suitable location for
the proposed project.
1. Accessibility – The site is accessible to private and public

transportation. Along national highway and good trading. The site
must be accessible to the target users.
2. Availability – This term deals with presence of important utilities
such as water supply, power and community lines, telephones and
drainage.
3. Feasibility – This is the size and shape of the site is suitable for the
proposed project.
4. Flexibility – It is described with sufficient space and can adapt
changes for future expansion.
5. Good Surrounding – It will attract users and must be located near
certain areas.
6. Proximity – It refers to the closeness to users.
7. Safety – The existence of fire protection and security posts in the
locality. It also refers to the peace and order situation of the
location and to the presence of fire and health hazard and geological
condition (earthquake, tsunami, typhoon and etc.)
8. Topography – It refers to land character of the site.
9. Visibility – It is having a clear view and ability to be seen easily;
place may be well-known by the public.
10.Zoning – It should be permitted to be used as a mixed-use
development.
Figure 33: Site A
Source: Google Earth
The Site A is situated in Barangay Carmen, Silang, Cavite. It is
located along the entrance from the Municipal Proper in connection
with Sta. Rosa-Tagaytay Road and has an access to the soon to open
CALAX. The site is flexible for future expansion and is suitable for the
project. The site location is preferable for it is far from the fault line
and free from existing buildings. The site has an area of 660,533.62
sqm.
Figure 34: Site B
The Site B is situated in Barangay Carmen, Silang, Cavite. It is

located near the Cecil’s Cafe along the Sta. Rosa-Tagatay Road and
has an access to the soon to open CALAX. The site is flexible for
future expansion but is not suitable for the project due to its location
that is near the fault line. The site is free from existing building but is
near to the residential area. The site has an area of 351, 488.47 sqm.
Figure 35: Site C
The Site C is situated in Barangay Carmen, Silang, Cavite. It is

located along the Sta. Rosa-Tagaytay Road and has an access to the
soon to open CALAX. The site is flexible for future expansion but is
not suitable for the project due to its location that is in the fault line.
The site is free from existing building but is near to the residential
area. The site might experience heavy traffic for due to the Toll booth
that is located near the area. The site has an area of 180,101.6 sqm.
4.2. SITE EVALUATION AND RATING
POTENTIAL SITE
SITE CRITERIA SITE A SITE B SITE C
Accessibility 5 4.5 5
Availability 4 4 4
Feasibility 4 3 3
Flexibility 5 3 2
Good Surrounding 4 4 4
Proximity 4 4 4
Safety 4 4 4
Topography 5 5 5
Visibility 3 3 3
Zoning 4 4 4
TOTAL 42 38.5 38
5 – Excellent 4 – Very Good 3 – Good 2 – Poor 1 – Very Poor
Table 16: System of Evaluation and Rating

4.3. SITE JUSTIFICATION
The system of evaluation rating is one of the processes which
are used to know which site is fitted for the construction of the
proposed project. Through this, the researcher is able to choose from
which among three (3) sites is fitted for the project.
4.4 SITE DATA
Figure 36: Map of Silang
Source: Municipal Development and Planning Office
The Municipality of Silang is approximately 45 kilometers

south of Manila. General Trias, Dasmariñas and General Mariano
Alvarez (GMA) bound it on the south and on the west by Amadeo.
Silang is noted for its relatively cool and invigorating climate.

Cavite. The municipality has a land area of 209.43 square kilometers
or 80.86 square miles which constitutes 13.30% of Cavite's total area.
Its population as determined by the 2015 Census was 248,085. This
represented 6.74% of the total population of Cavite province, or
1.72% of the overall population of the CALABARZON region. Based on
these figures, the population density is computed at 1,185
inhabitants per square kilometer or 3,068 inhabitants per square
mile.
Silang, like most of the towns in the province of Cavite,

depends on a mainly agricultural economy. The primary crops grown
in the area are coconut, coffee, corn, banana, pineapple, and tree
crops like mango, lansones, caimito, santol, jackfruit, guava, and
avocado. Fertile soils and abundant water sources make Silang
suitable not only for common commercial crops but also for high
value and exotic crops production. Most of the local farmers
practice intercropping to increase land productivity and lessen soil
erosion. Fruit production exceeds the demand of the municipality’s
population, thus, supply excesses are marketed to Metro Manila and
neighboring urban centers. A number of poultry and swine farms
are also located in some rural barangays. Manufacturing and trade,
aside from agriculture are Silang’s other major sources of income.
Trade and investments grew tremendously with the influx of both
Manila-based and foreign investors. Total investments were
estimated at P2.5 billion between 1996 and 2004, which helped
bring about the employment of 3,000 people. Despite the slow
progress in the year 2004, Land Value still soared, allowing investors
to infiltrate and start business. The investment trend resulted in the
increase in the price of prime realty from P3,000 to P15,000 per
square meter and from P150 to P500 per square meter for raw lots
in interior barangays. Trade establishments in Silang include
gasoline stations, convenience stores, lumber/hardware traders,
groceries, resorts, and hotels.
TERRESTRIAL ENVIRONMENT
1. Geography and Location
The municipality of Silang,Cavite is geographically located

at 120°58’ Northlatitude and 14°13’ East longitude. It is about 44
kilometers from Manila and 20 kilometers from Trece Martires City
and the Municipality of Imus. It is bounded on the north by the
Municipalities of General Trias, Dasmariñas, General Mariano Alvarez
and Carmona; on the west by Amadeo and General Trias; Carmona
and the province of Laguna on the east; and City of Tagaytay on the
south.
Silang has a total land area of 15,641.00 hectares with 64
barangays. According to 2010 NSO data, 18 barangays are
classified as urban while the remaining 46 barangays are
classified as rural.
Land Area Distribution by Barangay

Barangay Area Barang Area Baranga Area Baranga Area
(Has.) ay (Has.) y (Has.) y (Has.)
Acacia 23.8 Biluso 592.15 Litlit 781.25 Pulong 140.04

Saging
Adlas 266.36 Bucal 218.57 Lucsuhin 405.87 Puting 525.66

Kahoy
Anahaw I 8.96 Buho 71.35 Lumil 207 Sabutan 427.98
Anahaw II 6.3 Bulihan 87.58 Maguyam 661.34 San Miguel 9.86

I
Balite I 238.64 Cabanga 577.23 Malabag 202.79 San Miguel 194.03

an II
Balite II 256.91 Carmen 265.11 Malaking 251.79 San 12.99

Tatiao Vicente I
Balubad 422.99 Hoyo 274.17 Mataas Na 125.82 San 91.35

Burol Vicente II
Banaba 12.99 Hukay 365.42 Munting 487.3 Santol 138.87

Ilog
Barangay I 10.08 Iba 341.5 Narra I 3.83 Tartaria 438.64
Barangay II 9.44 Inchican 578.03 Narra II 6.01 Tibig 609.1
Barangay III 3.68 Ipil I 7.02 Narra III 5.51 Toledo 163.41
Barangay IV 17.93 Ipil II 7.68 Paligawan 172.17 Tubuan I 76.32
Barangay V Kalubko Pasong

23.28 b 321.57 Langka 226.21 Tubuan II 20.68
Batas 747.09 Kaong 923.56 Pooc I 228.39 Tubuan III 6.06

Biga I 159.35 Lalaan I 423.17 Pooc II 482.55 Ulat 264.59
Biga II 118.39 Lalaan II 325.7 Pulong 555.68 Yakal 11.91

Bunga
Total 2,326.19 5,379.81 4,803.51 3,131.49
Grand Total 15, 641.00
Table 17: Land Area Distribution by Barangay

Source: CLUP2001
2. Geology and Geomorphology

Geologically, Silang is volcanic in nature consisting of volcanic
mountains and agglomerate volcanic hills. The geologic materials are
relatively young (Pliocene to Quarternary) that is typically
characterized by volcanic plain or volcanic piedmont deposits
(Aurelio and Peña, 2004). Chiefly pyroclastic and/or volcanic debris at
foot of volcanoes can be found. It is also associated with pyroclastic
north and east of Laguna de Bay, Luzon.
High to low agglomerate volcanic hills can be found in the

southern most Barangays of Buho, Malabag, Bucal and portions
of Ulat and Pasong Langka along the boundaries of Maguyam,
Kaong, Tibig, Inchican, Carmen, Munting Ilog, Hukay, Puting
Kahoy, Hoyo, Tartaria, Pooc, and Cabangaan consist while the
remaining barangays located in the western central and southern
areas are typically undulating volcanic hills.
Figure 37: Geologic Map, Municipality of Silang
Source: Silang Municipal Planning and Development Office, CLUP
• Major Land forms

The municipality is characterized by two major land forms:
uplands and lowlands. The upland covers 53.64 ha (0.34%) of
forests, located in the Barangays Bucal, Buho, Cabangaan, Malabag,
Pasong Langka and Ulat. The upland forest covers 443.79 ha (2.79%)
in Barangay Cabangaan. Around 97% of the total land area
(15,435.74 ha) is classified as alienable and disposal (A &D) lands.
Land Classification Area (ha) Percent (%)
Alienable and Disposable Lands 15,435.74 96.88

(A&D)
Upland Forests 53.64 0.34
Forest lands 443.95 2.79
TOTAL 15,933.33 100
Table 18: Land Classification Distribution

Source: DENR
• Land Cover
Using the land cover classification of the Forest Management
Bureau (FMB) of the Department of Environment and Natural
Resources (DENR), the municipality has three land cover types.
Majority of the municipality is classified as other lands mainly
annual and perennial crops such as pineapple, coconut, banana,
coffee and vegetables. The large and small patches also represent
other lands which are built-up areas such as settlements including

institutions, industries and subdivisions. Located in Barangay
Cabangaan is the remaining forest in Silang, Cavite, classified as
open forest, mixed. This is characterized by discontinuous tree layer
formation with coverage of at least 10% and less than 40%.

Figure 38: Land Cover Map, Municipality of Silang
3. Soil
Soil Types
Carmona, Magallanes and Tagaytay are the three major

soil series in the Municipality of Silang. About 65% (10,148 ha) of
the land in Silang is occupied by the Tagaytay series.
Soil Type Land Area(ha)
Tagaytay sandy loam 886.845
Tagaytay loam 9,261.04
Carmona clay loam 1,423.33
Magallanes clay loam 3,362.82
Magallanes loam 706.973
TOTAL 15,641.00
Source: BSWM
Table 19: Soil Type

Source: BSWM
Figure 39: Soil Map, Municipality of Silang
4. Hydro-geologic Features
A. Ground Water Potential
Silang being a recharge zone for ground water plays a critical
role in the production of water not only for the municipality but also
for the adjacent and downstream municipalities/cities in Laguna.
Majority of the areas in Silang is classified as having local and
productive aquifers leaving only small portions of Barangay Inchican
and Barangay Carmen with fairly extensive and productive aquifers.
However, some barangays such as Buho, Malabag, Bucal, Toledo,
portions of Ulat, Mataas Na Burol, Lalaan II and Santol are classified
as without significant and/or limited pumpable water.

Figure 40: Ground Water Potential Map, Municipality of Silang
• Surface Drainage
There are about 17 major river systems in the municipality of
Silang. The most notable of these river systems are Malaking Ilog
traversing Barangays Pooc, Balite I, Iba, Sabutan and Kaong; Tibagan
the longest reported river (14.5km) crossing Barangays Bucal,
Malabag, Balite II, Tubuan, Poblacion and Sabutan; Munting Ilog
cutting across Barangays Pulong Bunga, Pooc, Munting Ilog and
Kaong; Lucsuhin River in Barangays Litlit, Lucsuhin, Batas, Biluso and
Adlas; Halang and Maria River in Balubad; and Balubad River in
Puting Kahoy. (CLUP 2002).

Figure 41: Surface Drainage Map, Municipality of Silang
• River Sub-Basins
The Municipality of Silang serves as the head waters of seven (7)
river sub-basins namely: Biñan, Cañas, Ilang-ilang, Imus, San
Cristobal, San Pedro and Sta. Rosa. This makes the municipality a
critical recharge area for groundwater that is utilized by several
municipalities in the province of Laguna, e.g., Sta. Rosa.
Each river sub-basins are traversed by either one or more
river systems. Munting Ilog and Alkalde River drains to the Biñan
sub-basin occupying large portion of the lower Barangays of Ipil II
and Yakal and portions of Maguyam, Kaong, Ipil I, Anahaw II and
Tibig.
The Cañas sub-basin with Halang River as its major river
system located in the western side of Silang covers Barangay Litlit
and portions of Batas, Kalubkob, Lalaan II, Santol, Buho, Balubad.

Ilang-ilang sub-basin that is traversed by Batas River covers
Barangays Biluso, Adlas, San Miguel I and II, San Vicente I, Lucsuhin,
Barangay 4 and Tubuan II, portions of Batas, Biga I and II, San
Vicente II, Lalaan I and II, Santol, Buho, Balubad, Barangays 1, 3 and
5, Kalubkob, Lucsuhin, Sabutan, Santol, Tubuan I, II and III.
On the other hand, the Imus sub-basin that is traversed by
Ilog Maria covers Barangay 2 and portions of Balite I and II,
Barangays 1, 3, 4, and 5, Biga I & II, Buho, Iba, Lalaan I and II,
Lucsuhin, Malabag, Mataas Na Burol, Sabutan, San Vicente I, Toledo,
Tubuan I and II.
Dissecting the central part of Silang is the San Pedro River
sub-basin traversed by Malaking Ilog. This sub-basin covers a
number of Barangays such as Narra I, II and III, Banaba and Acacia,
and portions of Anahaw I and II, Balite I and II, Bucal, Bulihan, Iba,
Ipil I, Kaong, Maguyam, Malabag, Malaking Tatiao, Mataas Na Burol,
Paligawan, Pulong Saging, Sabutan, Toledo. The Sta. Rosa River sub-
basin with Lumbia and Semeca river systems covers the whole
Barangay of Carmen, Hukay and Inchican; and portions of Hoyo,

Munting Ilog, Pooc I and II, Pulong Bunga, Puting Kahoy, Tartaria,
Tibig, Ulat.
Located on the eastern part of the Municipality of Silang is the
San Cristobal River sub-basin traversed by two river systems: Pasong
Langka and Puting Kahoy River. This covers Barangay Cabangaan,
Lumil, and Pasong Langka; and portions of Pooc I, Pulong Bunga,
Puting Kahoy, Tartaria, Ulat and Hoyo.

Figure 42: River Sub-Basin Map, Municipality of Silang
5. Topography, Elevation and Slope
Majority of the municipality can be classified as having gently
sloping lands with three to 8% slopes. However, some parts of
Barangays Bucal, Cabangaan, Carmen, Hukay, Inchican, Kaong,
Maguyam, Malabag, Munting Ilog, Pasong Langka, Pooc II, Tibig,
Toledo, Ulat are classified as having rolling to moderately steep with
slopes ranging from 18 to 30%. On the other hand, Barangays
Cabangaan, Lumil and Pasong Langka can be found on steep slopes
(50%). However, certain parts of several barangays of Silang can be
classified as having steep slopes (50%) mainly due to its location or
proximity to ravine river systems.

Figure 43: Topographic Relief Map, Municipality of Silang
• Slope
Based on the NAMRIA topographic maps, the highest point in
the municipality can be found in Barangay Bucal with an elevation of
about 520 meters above sea level (masl) while the lowest point can
be located in barangays Inchican and Carmen with an elevation of
about 120 masl.
Figure
44: Slope Map, Municipality of Silang
Slope Description Barangay

Class
0-3 Level to nearly Acasia,AnahawI&II, Banaba,BigaI&II,

level
Bulihan,Ipil I&II, Kaong,
Maguyam,NarraI,
II&III,Sabutan, Yakal
3-8 Gently sloping to Adlas,Balite I &II, Balubad, Barangay

undulating 1,2,3,4,&5,Batas,
BigaI,Biluso,Bucal,Cabangaan,
Carmen,
Hoyo,Hukay, Iba, Inchican, Kalubkob,
Lalaan
I&II, Litlit,
Luksuhin,Lumil,MalakingTayyao,Mata
asnabur
ol,MuntingIlog,Paligawan,PasongLang
ka,Poo
cI&II,PulongBunga, Putting
Kahoy,Pulong
Saging,Sabutan, San Miguel I&II,San
VicenteI&II,Santol, Tartaria,
Tibig,Toledo,
TubuanI,II,&III,Ulat
8-18 Undulating trolling Bucal,Buho, LalaanII, Malabag, Toledo
Table 20: Slope Map, Municipality of Silang

6. Climatological Condition
• General Climatic Characteristics
The Municipality of Silang is classified as having Climate Type I
based on the Modified Corona classification system. This is typically
characterized by two pronounced seasons, dry from November to
April; and wet during the rest of the year.
Based on the rainfall data from Tagaytay Agro-Meteorological
Station from 1996 to 2010, the duration the dry season has actually
shortened by two months. Dry season now starts from January to
April. This means that in terms of rainfall distribution, the
municipality now has longer rainy months than before.
• Rainfall
mm. The mean annual rainfall in Silang is about 2,128.13 mm
(Table7). Rainfall data shows that the highest recorded annual total
rainfall was in 1999 and 2001with over 3,000 mm. On the other
hand, the lowest recorded annual total rainfall was in 1997 with
only about 1,500 mm.

• Relative Humidity (RH)
Mean relative humidity in Silang is between 94%. The month
of January and August showed the highest recorded relative
humidity of 96%, while the month of March had the lowest relative
humidity of 91%.
• Temperature
The annual mean temperature in the municipality is 29°C.
March showed to be the hottest month with mean temperature of
33°C, while the coldest month with mean temperature of 25°C was
during the month of January.
• Prevailing Winds
Mean annual wind speed in Silang is about 1.04 meters per
second. During the months of October to April, easterly winds
prevail with a mean speed of 1.10 meters per second. The westerly
winds can be observed during the months of May to September
with a mean speed of 0.95 meters per second.

7. Natural Hazards
• Typhoons
Typhoons have brought damages to crops, infrastructure and
other properties in Silang. Typhoon Frank (2008) damaged a total
area of 588.957 hectares and production value of Php3,226,626.00.
Typhoon Ondoy (2009) damaged a total area of 928.78 hectares
with corresponding value of Php4,682,935.50. Typhoon Santi (2009)
brought damages to crops and damaged 2,029.26 hectares with a
total production loss of Php11,366,423.00. Typhoon Pedring (2011)
damaged 871.5755 hectares with a total of Php18,126,375.00
damage in production.
The major agricultural products that were affected were corn,
root-crops, fruit trees, banana, papaya, cassava, fruit and leafy
vegetables. Typhoons can cause rainfall-induced landslide, river
overflow and flooding.
• Rainfall-Induced Landslide and Flooding
Being a watershed area, and having seven sub-basins, Silang
literally collects water. Extreme rainfall events, brought about by

large fluctuations in climate variability, have become a threat to
areas that were not even visited by rainfall-induced hazards in the
past. With the recent events that made places used to be safe
vulnerable to these hazards, the municipality of Silang should be
prepared for what is to come in terms of rainfall-induced landslide
and flooding.
Silang as a whole has low susceptibility to landslide. However,
a closer look will reveal that there are areas highly susceptible to
landslide.
Figure 45: Rain-Induced Landslide Hazard Map
• Earthquake-Induced Landslide
The West Valley Fault Line straddles along the northeastern
portion of the municipality. This fault line covers the Barangays of
Kaong, Tibig, Inchican, Carmen and Puting Kahoy. This makes the
area vulnerable to earthquake and its consequences such as
landslide.
Recommended minimum buffer zone from the fault is five
meters as reckoned from the both sides of the fault trace or from
the edge of the deformation zone.

Figure 46: Landslide Susceptibility Map
8. Land Use
Planned Unit Development (PUD) Zone
It is a land development scheme wherein project site is
comprehensively planned as an entity via unitary site plan which
permits flexibility in planning/design, building siting,
complementarity of building types and land uses, usable open
spaces and the preservation of significant natural land features.

Figure 47: General Land Use Map
Figure 48: General Land Use Plan

Existing Land Use
Silang has a total land area of 15,641 hectares. The different
land use categories are urban uses (residential, commercial,

institutional, infrastructure/utilities, parks and playgrounds,
industrial uses), agriculture, SAFDZ, agri-industrial, tourism, water
bodies and other uses (cemeteries and material resource facility.
Urban Use Areas
• Residential Areas
The residential areas are comprised of 3,081.20 hectares. This
is about 19.6995% of the total land area of the municipality. These
are the areas occupied by the different residential
subdivisions/housing units in Silang. The socialized housing projects
occupy an aggregate area of 9.0102 hectares and these can be
found in Barangays San Miguel II, Iba and Sabutan.
With a total population of 229,492 in 2012, the residential
density is 75 persons per hectare of residential area. Household
density, on the other hand, is 16.34 households per hectare of
residential area. Average lot size then is 612 square meters per
household.
• Commercial Areas
The aggregate area occupied by the different commercial
establishments has a total of 324.19 hectares. The center of
commerce is concentrated in the town proper where the Public
Market is situated. There is a proliferation of various commercial
entities along the Sta. Rosa-Tagaytay Road starting from Barangay
Puting Kahoy up to Barangay Pasong Langka.
• Institutional Areas
Silang is host to a good number of educational institutions.
Among them are the Philippine National Police Academy (PNPA) in
Barangay Tartaria, Adventist International Institute of Advanced
Studies (AIIAS) in Barangay Lalaan I and the Adventist University of
the Philippines (AUP) in Barangay Puting Kahoy. Institutional areas
are those occupied by governmental, educational, religious, and
health institutions and has a total of 574.48 hectares or 3.6729% of
the total land area.
• Industrial Areas
The industrial areas total to 490.19 hectares or 3.1340% of the total
land area.
These are the areas occupied by the various industrial
establishments in Silang and mostly found in Barangay Maguyam.
These areas are adjacent to the existing industrial zones of Carmona
and Gen. Mariano Alvarez.
• Agricultural Areas / SAFDZ
The municipality has total agricultural land areas of 9,318.41
hectares or 59.5768% of the total land area, inclusive of the SAFDZ
areas at 2,287.62 hectares. These areas are devoted to crop
production with a total of 5,173.63 hectares of the total agricultural
land area. The major crop is coffee, robusta variety, occupying
1,415.50 hectares. This is followed by coconut, with a production
area of 756 hectares. The other crop production areas are devoted
to rice, corn, root crops, legumes, pineapple, mango, papaya,
banana, fruit trees, vegetables, black pepper and ornamentals/cut
flowers. There are also farms devoted to livestock and poultry
production and most of these are situated in the rural barangays.
Farmers also engage in backyard cattle and swine production,

although there are a good number of commercial and semi-
commercial cattle and swine production locators. There is a total of
110 broiler farms and a sheep farm while game fowl breeders total
to 92. There are agricultural lands left idle/vacant over the years
which total to 1,857.18 hectares.
• Forest Areas
A portion of Barangay Cabangaan has been identified as forest
areas. This is about 208.20 hectares of land. The area is likewise
protected and needs to be preserved for environmental
consideration.
• Agri-Industrial
In Silang, these are areas occupied by piggery and poultry
projects mostly in Batas. Aggregate area occupied is 40.67 hectares.
There is a total of 202 locators.
• Tourism
This is the area within the municipality endowed with natural or
manmade physical attributes and resources conductive to

recreation, leisure and other wholesome activities. It has an area of
300 hectares and is known as the Riviera encompassing Barangays
Biluso, San Miguel, San Vicente and Lucsuhin. There are various
resorts in the area that cater both to local and foreign tourists. A
good number of seminar/retreat houses are also present.
• Water Bodies
There are 17 major river systems in the municipality of Silang
as reflected in the 2002 CLUP of Silang. The most notable of these
river systems are Malaking Ilog traversing barangays Pooc, Balite I,
Iba, Sabutan and Kaong; Tibagan, the longest reported river
(14.5km) crossing barangays Bucal, Malabag, Balite II, Tubuan,
Poblacion and Sabutan; Munting Ilog cutting across barangays
Pulong Bunga, Pooc, Munting Ilog and Kaong; Lucsuhin River in
barangays Litlit, Lucsuhin, Batas, Biluso and Adlas; Halang and Maria
river in Balubad; and Balubad river in Puting Kahoy. Aggregate area
occupied by these various water bodies is 1,032.31 hectares.
• Land Use Trends

The trend observed in the land use of the municipality is from 2001
to 2012. There
has been a continuous increase in the urban uses areas. These uses
include residential, commercial, institutional, infrastructure and
utilities, and cemeteries. Figures in 2001 showed that areas
occupied by these various land uses total to 4,613 hectares and
4,713.06 hectares in 2012. There is a 0.1327% increase. Figure No.
12 presents the land use trend from 20012012. There is a noticeable
decrease in agricultural area from 2001-2012, primarily caused by
urbanization in recent years. In view of the increasing need for
settlements, some of the municipality’s agricultural areas have been
converted to residential, commercial, institutional uses and non-
agricultural uses. A good number of high end residential
developments have likewise contributed to the decrease in
agricultural areas. Compared to the 2001 agricultural areas, there
was a 113.42 hectares decrease which is within the limitation of
Memorandum Circular No. 54.
Areas considered as forest in 2001 has a total of 208 hectares
and can be found in Barangay Cabangaan. The same was retained

since it has been identified for conservation and protection of the
environment. The Central Business District or CBD was composed of
the Barangay Poblacion only in 2001 while as of 2012, the CBD has
increased and spilled over to the adjoining barangays of San Vicente
I and II, Portion of Sabutan, Biga I and II in the north, Tubuan I, II and
III, and Lalaan I in the south and San Miguel I and II in the west.
These became the urban influence areas.
Land Use Categories Area (Hectares) % to Total Land Area

Urban Use Areas
Residential 3072.18 19.6418

Socialized Housing Zone 9.0102 0.0576
Commercial 324.19 2.0727
Institutional 547.48 3.6729
Infrastructure/Utilities 225.80 1.4436
Parks/Playgrounds and other 17.2 0.1100
recreational spaces
Industrial 490.19 3.1340
Agricultural 9,318.41 59.5768
 Crop Production Areas 5,173.63
 SAFDZ 2,287.62
 Idle/Vacant Lands 1,857.16

Agri-industrial 40.67 0.2600
Tourism 300 1.9180
Forest 208.20 1.3311
Cemeteries 24.85 0.1589
Material Resource Facility 3.5 0.00224
Water Bodies 1,302.31 6.6000
TOTAL 15,641.00 100
Table 21: Existing General Land Use
Source: Office of the Municipal Assessor
References:
 https://www.britannica.com/science/hospital
 https://www.britannica.com/science/hospital/The-modern-
hospital#ref35529
 file:///C:/Users/MC%20Son/Documents/DES/MANUAL%20ON
%20TECHNICAL%20GUIDELINES%20FOR%20HOSPITAL%20PLANNING
%20AND%20DESIGN_250-BED%20HOSPITAL%20(LEVEL
%203)%2001.31.2018%20(1).pdf
 file:///C:/Users/MC%20Son/Documents/DES/Manual%20RSSGH_
%203%20levels.pdf

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“A PROPOSED 300-BED PRIVATE GENERAL HOSPITAL (LEVEL 3)”

A Research Paper Presented to the Faculty of

College of Engineering, Architecture and Fine Arts

Batangas State University

In Partial Fulfillment of the Requirements

of Architectural Design 5: Space Planning 2

For the Degree in Bachelor of Science in Architecture

THE PROBLEM AND ITS BACKGROUND

Hospitals are health care institutions providing patient

Hospital, an institution that is built, staffed, and equipped for

To better serve the wide-ranging needs of the community, the

Hospitals may be compared and classified in various ways: by

Hospitals may be compared by the number of beds they

Another index is the average bed-occupancy rate—that is, the

Hospitals are usually funded by the public sector, by health

General hospitals may be academic health facilities or

Many countries have private hospitals that specialize in the

With the advance in medical science and the ever-increasing

One of the major objectives of the project is to design a

1.2. Background of the Study

The general hospital provides qualitative Health care services

Silang is a landlocked municipality in the coastal province of

As modernization takes place, people tend to appreciate the

1.4. Conceptual Framework

Brgy. Carmen Silang, Cavite is being marked as the location for

The primary phase of the design conceptualization and

Major components of this phase are as follows;

 ACCESSIBLE- Pertains to building elements, heights

WHAT IS GENERAL SITE PROPERTIES

CLIMATE SITE PROBLEM

Figure 1: Conceptual Framework

 Green Management and Architecture

Figure 2: Design Concept

The study aims to answer the following questions:

 How will be the appropriate design approach and plan to

 What are the considerations needed in order to provide

1.6 Significance of the Study

The result and findings of this study may benefit certain

1.7 Objectives of the Study

• To create a Private Hospital providing an iconic image

• To enhance patient safety by reducing infection risk,

• To design a Tertiary Level Private General Hospital

1.8 Scope of the Study

The scope of this study shall be bounds to architectural

1.9 Limitation of the Study

The study is limited to architectural planning and

2.1 FOREIGN STUDIES

2.1.1 The Mayo Clinic (Rochester, Minnesota)

Figure 3: The Mayo Clinic

William Worrall Mayo

William James Mayo

Charles Horace Mayo

Henry Stanley Plummer

Mayo Clinic (is an American nonprofit academic medical center

William Worrall Mayo settled his family in Rochester in 1864

Mayo Clinic is ranked number 1 in the United States for 2019-

Other notable Mayo Clinic buildings include the Mayo Building

2.1.2. Cleveland Clinic (Cleveland)

Figure 4: Cleveland Clinic Exterior and Interior

Chief Design Officer: Christopher J. Connell

Cleveland Clinic is consistently ranked as one of the best

Cleveland Clinic's operating revenue in 2017 was $8.4 billion