Optimus Architecture has developed several hospital master plans. We tailor our planning to suit the needs of each client. Our plans are practical and understandable to all stake holders. They can be implemented both in-house and with assistance from consultants and contractors. We meld near and long term vision with pragmatic design, construct-ability, flexibility and efficient use of resources.
In 1992, principal architect, David A. Souers, AIA, ACHA, ASHE, developed a master plan for Northern Dutchess Hospital, our first hospital master plan.1992. Unique to that planning effort was our documentation of circulation patterns within the hospital to demonstrate operational inefficiencies, way-finding issues, and compromises in building entry and security. The hospital was suffering from too many steps walked, too much time taken and too much difficulty way-finding. 50% of the master plan was implemented by the hospital’s own forces, remodeling and relocating dislocated functions for consolidation of services. The other 50% involved a new admissions and out-patient center in a recently vacated ground floor wing and a third level surgery expansion which we designed.
In 2002, NDH, a 40 bed hospital, engaged a national healthcare architect to master plan the hospital for expansion and modernization of all of their services. NDH then requested proposals to design the master planned additions and renovations. Optimus evaluated the master plan, determining that the plan could be improved. The current main entrance had been a problem ever since it was relocated during a 1970’s expansion. It was off-center, remote from acute care and 75% of the hospital services. The proposed addition for out-patient services was master planned to have its own entrance. Optimus advocated relocating the main entrance to access both the in-patient and out-patient services by moving the entrance back to its historical position on axis with the major hospital facility. The master plan proposed relocating the central boiler plant. We advocated that this was expensive, very disruptive and unnecessary. It could be upgraded in place within the existing building. Optimus was retained to re-plan the master plan and design the projects.
In 2007, Margaretville Hospital, a critical access hospital, retained Optimus to prepared a master plan. A 1960’s facility, designed by Cannon for in-patient services, had not had any internal facility modernization. A skilled nursing facility and two medical office buildings had been developed on the site without connection to the hospital. Optimus prepared a master plan that reorganized, remodeled and expanded the hospital in phases to deliver its out-patient services while maintaining its critical access in-patient, emergency and surgery services. We moved physician practices into the hospital, replaced obsolete out buildings with more convenient parking. We connected skilled nursing to the hospital. We developed a med/surg/rehab unit with adjacent PT space. We developed a plan to share ED and Surgery functions for space and staff efficiency. The clinical staff supported the necessary cross training. Imaging was centrally located to serve ED, Surgery, In-patient and Out-patient. We envisioned this plan as a model for small rural health centers capable of combining In-patient and Out-patient services for maximum efficiency and quality of care.
in 2010, Glens Falls Hospital, a 410 bed hospital, retained us to work with them to prepare a “high level” master plan that looked at previous master plans, current conditions, proposed projects, with in-put from departments, to offer alternatives with long range potential at development costs that would make the overall implementation more feasible. This project was accomplished over a six month period. The master plan has provided assistance in understanding the issues and potential for the campus, without committing the hospital to a single specific project.
In 2011, Glens Falls Hospital retained us to work with them to prepare a master plan and facility survey of their Out-patient and off campus facilities. This project was generated by the 2010 master plan, which recognized that the hospital needed a strategy for delivering out-patient services that would not impede planning for in-patient and acute care services on the main campus. GFH has approximately 35 off-campus out-patient service locations, several of which are larger primary care or family care clinics. These services are growing. They are also developing through acquisition and departmental opportunities without physical planning or integration. Our work provided facility information and worksheets identifying critical information on services and facilities for better long term management and consolidation.
In 2012, Glens Falls Hospital retained us to work with them to prepare a master plan for their North Way Exit 16, The Medical Center at Wilton site. The hospital had developed a primary care, specialties, PT and imaging center with sufficient land for a larger out-patent medical center. Earlier studies proposed freestanding medical buildings in the middle of parking lots. A surgery center had been proposed for attachment to the existing Medical Center in a compromising location to the existing building and to the long term development on the site. Optimus developed and took through the Planning Board a masterplan that would organize long term growth in a single building, phased over time. The proposed ASC would start the project. The positioning of the new building would provide maximum flexibility for multi-tenants, building entrances, convenient and adequate parking, while maximizing the building size.
In 2012, Glens Falls Hospital retained us to develop a facilities report for a leased facility attached to the hospital that they wished to acquire. The report addressed codes and conditions that would affect the long term plans of the hospital to integrate this building into their in-patient and acute care services. Our report was used to determine the purchase value of the facility.
In 2012, Columbia Memorial Hospital retained us to work with them to establish the Green Medical Arts, Catskill, NY into an out-patient center for hospital services. GMA is a former hospital, that was privately owned about 50% occupied with healthcare tenants. Our services have included feasibility planning for primary care and specialty care suites, code reviews, architectural and MEP facility conditions reports, window and exterior walls conditions and repair design, structural evaluations, and other planning. CMH used our studies to negotiate the purchase of the facility.
In the Fall of 2014, HealthAlliance of the Hudson Valley retained us to develop a master plan to consolidate their two City of Kingston hospital campuses (formerly The Kingston Hospital and Benedictine Hospital) to one campus at Mary’s Avenue. The two campus hospital had been operating inefficiently with increasing losses, threatening its ability to continue in operation. HealthAlliance calculated that it had only two years, roughly 2015 and 2016, to execute its consolidation including renovations and new facilities where required. Our master planning services incorporated meetings with administration and all department heads at each of the two campuses, with basic program, preferred adjacencies, locations and size requirements developed and approved. Optimus evaluated the Mary’s Avenue physical conditions with the hospital’s Facilities Department to assess and grade all portions of the campus. This included the potential to use existing facilities as is, modify or expand them, refurbish or upgrade, and build new additions. We arrived at an approximate budget of $35 million with a two year CON, design and construction schedule. Details of this Master Plan, the projects that were planned and submitted to NYSDOH and/or approved are shown separately on our website. Our Master Plan budget and schedule were confirmed by a Construction Manager retained by HealthAlliance the spring of 2015. The campus emergency power project under our design, as well as some temporary moves were undertaken. However in the fall of 2015, HealthAlliance’s affiliation partner chose to investigate a more ambitious project involving land acquisition, building replacements, and larger additions with a substantial budget increase and extended schedule. Regardless of the new objectives, HealthAlliance remained confident that our Master Plan and associated projects met their original efficiency, functional, time and budget sensitive goals to establish a single well organized consolidated campus for the benefit of communities served.