Republic of the Philippines

BATANGAS STATE UNIVERSITY

College of Architecture, Fine Arts and Design
Pablo Borbon Main Campus II,
Alangilan, Batangas City

AEITHALÍS:
A Proposed Geriatric Hospital Proposed Geriatrics
Hospital with Retirement Housing Facility
Tua, Magallanes, Cavite

A Thesis Proposal Presented to the

Faculty of the College of Architecture, Fine Arts and Design

In Partial Fulfillment of the Requirements for the Degree of

Bachelor of Science in Architecture

Prepared and submitted by:

MEMBERS
José Maria C. Alegre
Jordan Ace P. Arroyo
Javen Jasper N. Callo
Frances Nicole C. Castor
Erdy Joshua A. Dayrit
Ericka Vien M. Homoroc

December 2022
 TABLE OF CONTENTS

CHAPTER I - The Problem and Its Setting ....................................................... 1

1.1 Introduction ........................................................................................ 1
1.2 Statement of the Problem ................................................................... 3
1.2.1 Major Problems .............................................................. 4
1.2.2 Minor Problem ............................................................... 4
1.3 Objectives of the Study....................................................................... 4
1.3.1 Project Objectives .......................................................... 5
1.3.2 Design Objectives .......................................................... 5
CHAPTER II - Review of Related Literature ..................................................... 7
2.1 Foreign Architecture ........................................................................... 7
2.2 Local Architecture ..............................................................................13
CHAPTER III - Research Methodology ............................................................19
3.1 Research Design ...............................................................................19
3.1.1. Research Paradigm .....................................................19
3.1.2. Architectural Programming ...........................................20
3.1.3 Design Concept ............................................................37
3.2 Data Analysis and Presentation .........................................................38
3.2.1 Site Selection ................................................................38
3.2.1.1 Site Criteria ................................................................38
3.2.1.2 Site Justification .........................................................42
3.3 Site Data ...........................................................................................42
3.3.1 Macro Site ....................................................................42
3.3.2 Micro Site......................................................................47
3.3.3 Strengths, Weaknesses, Opportunities and Threats Analysis 48
3.3.4 Summary of Site Analysis .............................................50
3.4 User Analysis ....................................................................................50
3.4.1 User’s Demography ......................................................50
3.4.2 Organizational Structure ...............................................52
REFERENCE .....................................................................................................55

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 CHAPTER 1
The Problem and Its Setting

1.1 Introduction

Throughout the ages, the Philippines have been entangled in its distinctive

composition of different societies and communities where social and individual ties are

strong, with people being part of cohesive groups of ages. One of its classifications is the

senior citizens of the country who make the aging population of the 21st century a

dominant demographic phenomenon. With that being said, the Philippine Statistics

Authority cited that these particular individuals comprise 8.5 percent of the total Philippine

population, or around 9.2 million individuals and which in fact by the year 2035 would rise

to 10 percent (Perez, 2022), absorbing more challenges and opportunities from the

gradual growth. This certain percentage of individuals are vital characters who have

underlying purposes; affiliated to the right of becoming decent members of the society

where they can live and grow with care, dignity, and security, as well. Considering most

Filipino families, it is evident they have shaped their values and culture to practice or create

strong bonds with their elderly relatives. Therefore, the social, mental, and physical

demands which the senior population entails at home must obligate the government to

implement programs and facilities for the senior citizens' welfare and development.

To narrow down the data, the researchers chose a specific location which

is located in Magallanes, Cavite. The province has a land area of 1,526.28 square

kilometers or 589.30 square miles. Its population as determined by the 2020 Census was

4,344,829. This represented 26.83% of the total population of the CALABARZON region,

6.99% of the overall population of the Luzon island group, or 3.98% of the entire population

1
of the Philippines. Based on these figures, the population density is computed at 2,847

inhabitants per square kilometer or 7,373 inhabitants per square mile. According to the

2015 Census, the age group with the highest population in Cavite is 15 converto 19, with

361,233 individuals. Conversely, the age group with the lowest population is 80 and over,

with 21,355 individuals. Combining age groups together, those aged 14 and below,

consisting of the young dependent population which include infants/babies, children and

young adolescents/teenagers, make up an aggregate of 28.75% (1,057,587). Those aged

15 up to 64, roughly, the economically active population and actual or potential members

of the workforce, constitute a total of 67.27% (2,474,354).

Aging gracefully is excellent — in theory. In actuality, there is no denying

the changes — often dramatic changes — that happen to one's physical and emotional

health as he or she gets older. A lot of people think of age-related changes as primarily

cosmetic. In fact, that is not surprising since the outward signs of aging are readily

apparent in one's mirror. But that is just a tiny part of what is going on with the body. Just

as pediatrics focuses on kids and teens’ unique health and medical needs, geriatric care

specializes in meeting the unique needs and challenges that crop up as they get older.

Working with a geriatrics specialist at Primary Care Associates means a person can feel

confident. The care will be optimized on a person's evolving needs, as well as his medical

history. Getting older comes with a lot of changes and a lot of challenges, too. Making

sure an individual's healthcare keeps up with those changes and challenges is an

essential part of staying healthy. That is when geriatric care can help. At Primary Care

Associates, the researchers' team specializes in geriatric care focused on every patient’s

unique needs as they get older. The rapid aging of the world’s population requires systems

that support health facilities’ provision of integrated care at multiple levels of the health

care system. The use of health information systems (HISs) at the point of care has shown

2
positive effects on clinical processes and patient health in several settings of care.

In the Philippines' current senate, Senator Risa Hontiveros is now pushing

for a measure seeking to create the Philippine Geriatric Center, “one-stop” dedicated

public hospital that would provide free medical services to the country’s growing number

of senior citizens. “Our health system must be prepared to take care of a larger number of

senior citizens. The Commission on Population and Development itself reported that as of

2021, we now have more than 10 million senior citizens in the country,” she said.

In conclusion, the old dependent population consisting of the senior

citizens, those aged 65 and over, total 3.98% (146,360) in all. With this data collection,

the researchers had the idea that a gereatric hospital is really much needed especially in

this current era that they are living in. Everyone thinks that they know what old age is like

and what older people want and need. But there is only one group of people who really

know what matters to them—and that is older people themselves. Providing them good

elderly care by yourself or with the help of professionals stops them from feeling isolated

and depressed. As the architect of the current project, providing them a sense of

community, a social life, that empowers and energizes them is what the researchers aim

to achieve and to also gain insight into their values.

1.2 Statement of the Problem

In designing the proposed project, a number of issues are encountered.

The proponents observed the following problems before the development of the proposed

geriatric hospital. Upon extensive observation and investigation, there is a need to address

the following problems which included the major problems structured along with the minor

problems to provide further insights and those are as follows:

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 1.2.1 Major Problems

1.2.1.1 What are the different site conditions that affect or may influence

the development and advancement of the proposed project?

1.2.1.2 What architectural solutions or approaches should be devised

based on the other foreseen problems related to the purpose of the project

and its users?

1.2.1.3 What other design considerations should be made to justify the aim

of the project to provide the appropriately designed amenities for the users?

1.2.1.4 What innovations can be integrated into the proposed project to

induce economic growth and promote the tourism of the province where

the site is located?

1.2.2 Minor Problem

1.2.2.1 How will the proposed project convert the site into developed and

advanced considering its conditions and problems?

1.2.2.2 What architectural concept should be applied to the proposed

project to reflect and satisfy the culture, history, and heritage of the locality

and its users?

1.2.2.3 What measures should be made to counter the medium to the long-

term impact of the development once it is built?

1.2.2.4 How will the proposed project be designed functionally to satisfy the

needs of the primary users and locally to help the province?

1.3 Objectives of the Study

The objectives of the study are sectioned into two parts such as the

project objectives and the design objectives. This matter is presented for readers to

4
perceive why the study is conducted.

1.3.1 Project Objectives

General Objectives

The goal of this project is to ascertain the potential of an elderly

care facility and geriatric care unit in enhancing the lifestyle and

accommodating the needs of the target users through architecture.

Specific Objectives

● To design a hospital that focuses on giving the utmost

healthcare comfort and accommodation to the people

specifically to the retirees and elderly citizens residing

along the locality and outside the development

● To address the socio-economic status involved in the

planning of this hospital

● To promote the use of eco- friendly yet sustainable

concepts in contribution to help progress the tourism, and

environmental features of the community

1.3.2 Design Objectives

General Objectives

The proposed project aims to design a geriatrics hospital that

incorporates the concept of biophilic architecture. It is also to create a

specialized healthcare and accommodation incorporated to design that

promotes the province’s heritage, history and culture.

Specific Objectives

● To design energy efficient, sustainable, and a green

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 architecture design, creating connections among

architecture, environment, and its users

● To design a geriatric hospital that promotes the betterment

of the residents’ health statutes and of the citizens’

interaction within the scope of the area or community

● To integrate innovations in the facilities and spaces making

it a notable geriatric hospital which serves both

functionality and accessibility

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 CHAPTER 2
Review of Related Literature

2.1 Foreign Architecture

2.1.1 Khoo Teck Puat Hospital

Figure 2.1 https://gbdmagazine.com/singapore-hospital/

The 1.1-million-square-foot, 590-bed public facility deeply integrates plants

in its architecture. This Singapore hospital offers a healing environment by appealing to

the senses, from sight—views of abundant greenery and water features—to the smell of

those plants and the sound of falling water.

Greenery takes up nearly four times the size of the plot of land, known as the

green plot ratio, giving the hospital a rainforest-like quality that’s heightened by the

dragonflies, birds, and butterflies attracted to this oasis in the city. The hospital, which

7
opened in 2010, won the most recent S.

The hospital is built in a V-shaped configuration to allow breezes to first skim

over the stormwater pond next to the site. In the center is a forest-like court with greenery

cascading to the highest levels of the building, bringing nature to patients’ bedsides.To

the architect Stephen Kieran, the hospital proves the essential role this approach can play

in improving health. “With Khoo Teck Puat, we see that biophilic design elements and

attributes should not only be considered as part of the design process, but also as part of

the healing process.”

2.1.2 Joan Kirner Women’s and Children Hospital

Figure 2.2 https://www.architectureanddesign.com.au/projects/health-aged-

care/salutogenic-design-hospital-puts-patients-first

The aim of Salutogenic Design is to create an environment that stimulates the

mind in order to create pleasure, creativity, satisfaction and enjoyment. There is an

important relationship between an individual’s health and the characteristics of the

8
physical environment. The firm’s founder and University of Melbourne professor, Corbett

Lyon, is a leading advocate of salutogenic design, which refers to the configuration and

planning of spaces to reduce stress and enhance the experience of patients and families.

Lyon is currently part of a research team investigating the impact of pediatric hospital

design on the experience of patients, parents and staff. The outcome of this research will

be the creation of a set of design guidelines to be used by architects and government

agencies.

The improvements contributed to better working positions, improved

lighting, lower noise levels and better support with heavy work routines. The project

decreased sick days by 19 percent, which generated an annual profit of 68,000 dollars. In

addition, the changes contributed to higher productivity and improved quality, which led to

an annual profit of 7,400,000 dollars. In other words, investments and changes within the

physical environment led to profits through an increase in health conditions and

productivity.

Today, there is a growing movement within the healthcare industry to

incorporate Antonovsky’s salutogenic principles into the world of design. Indeed,

salutogenic design is already being used to construct many of the world’s most modern

hospitals. Simply put, salutogenic design aims to build structures that make people

healthier and happier.

2.1.3 American Medical Center

9
 Figure 2.3 https://amc.com.cy/green-building/

The AMC facility was commissioned in 2011 and it was designed to set the

benchmark as a modern, sustainable and green hospital. This was achieved by

implementing both energy saving techniques, utilization of natural lighting and by

implementing the most efficient technologies for heating, cooling and lighting the facility.

American Medical Center/American Heart Institute (AMC/AHI) is a state of the art health

care facility that was founded in 1999 as the first private specialized cardiovascular

Institute. In 2011 after moving to its new facilities AMC/AHI started offering a wide range

of medical and surgical services and collaborated with highly experienced and competent

professionals along with specialized nursing and administrative staff. In order to manage

energy and comfort, a central Building Management System (BMS) was incorporated. This

system allows the Facility manager to monitor, adjust and forecast the needs of the

building and care for the comfort levels of patients, visitors and employees in the building.

2.1.4 Caboolture GP Super Clinic

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 Figure 2.4 Https ://www. archdaily.com/805631/ caboolture-gp-super-clinic-wilson -

architects /58a79543e58ecefe50000326-caboolture-gp-super-clinic-wilson-architects-

first-floor-plan?next_project=no

Unlike institutional designs traditionally employed by clinics, the $8M facility

features vertical gardens, fish ponds and an atrium to foster a feeling of healing and

respite. Caboolture local Fiona Heckelmann says the light-filled spaces provide an organic

and calming atmosphere. Wilson Architects’ design approach focuses on the experience

of the occupants and visitors using a Salutogenic approach – a method coined by

professor of medical sociology, Aaron Antonovsky. This approach promotes wellbeing in

healthcare, and focuses on factors that support human health, rather than on factors that

cause disease. Caboolture GP Super Clinic Executive Director David Hooper says “there’s

a very strong link between feeling good, and being well. The focus [at our Super Clinic] is

on being well and staying well – we’re focused on the system of the wellness concept.”

2.1.5 Centre Sociosanitari Santa Rita

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 Figure 2.5 Https: //www.archdaily.com /985115 /what-is-salutogenic- architecture

/62c9b1d03e4b31 a73c000002-what-is-salutogenic-architecture-image?next_project=no

In the late 1970s, Aaron Antonovsky, a professor, researcher, and medical

sociologist identified the aftermath of stress on health. A survivor of concentration camps,

he wondered how most people constantly fighting illnesses manage to survive and stay

healthy. Antonovsky shifted his research approach from disease to the origins of health,

uncovering how stress and lifestyle impact health. The resulting model is called

Salutogenesis, derived from ‘salus’ meaning health and ‘genesis’ meaning origin.

Salutogenesis views health on a spectrum of ‘ease and disease’ and

pinpoints aspects that shift an individual from one state to the other. These aspects,

termed stressors, may be internal or external demands that disturb the body’s

homeostasis. Rather than trying to make an ill patient well, salutogenesis seeks to help

people cope with or mitigate stressors. In the 1990s, architect Alan Dilani suggested that

the salutogenic method be applied not only to medical treatment but also to the
architectural design of healthcare facilities to encourage good health. Through his own

research based on Antonovsky’s work, Dilani proposed Psychosocially Supportive Design

12
as a framework for eradicating anxiety through the physical design of spaces. The
framework illustrates the causes of stress and introduces wellness factors that support the

healing process.

Branching from the concept of Sense of Coherence, Dilani has identified

design qualities that strengthen an individual's sense of comprehensibility, manageability,

and meaningfulness. While salutogenic design can be applied to any structure, it proves
most advantageous to healthcare facilities where the built environment influences patient

recovery and fosters a natural healing process.

2.2 Local Architecture

2.2.1 Saint Luke’s Medical Center

Figure 2.6 https://www.google.com /search?q=saint+luke%27s+medical+ center&rlz=1C

1CHBFenPH1032PH1032&source=lnms&tbm=isch&sa=X&ved=2ahUKEwiVi4b8hM77

hURP

Saint Luke's Medical Center is structured around a lush central park as the

key component for both the general public and the hospital. It first strengthens the

13
community's ties by welcoming the neighborhood onto the campus and giving the

environment a much-needed green space. This offers the chance to promote

communication and teamwork. The innovation plazas planned between various building

typologies, which also encourage collaboration and dialogue, come in second to the green

plan.

The greenfield hospital features 600 inpatient beds and a full complement

of clinical inpatient and outpatient services. The facility is also planned to house research

laboratories and classrooms, further complementing the facility’s academic mission.

The hospital was the first in the Philippines – and the second in all Asia —

to be accredited by Joint Commission International (JCI), the international arm of the Joint

Commission on Accreditation of Healthcare Organizations (JCAHO).

2.2.2 Tarlac Medical Center

Figure 2.7 https://www.manilatimes.net/2022/06/24/business/corporate-news/tarlac-

hospital-goes- solar/1848468

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 EEI Power Corp. (EEIPC), the power utility arm of EEI Corp. and a member

of the Yuchengco Group of Companies, switched on the 290.16-kilowatt peak solar carport

system of the Tarlac Medical Center (TMC) in Fairlane Subdivision, Barangay San

Vicente, Tarlac City which is composed of 543 pieces of 535 watt-peak monocrystalline

photovoltaic (PV) solar panels, is expected to supply as much as 60 percent of TMC's

daytime load requirement and can generate an annual average energy yield of 333,319

kilowatt-hours. The aforementioned system is anticipated to reduce carbon footprint by up

to 130 metric tons annually, which is equivalent to planting 3,900 trees and driving 30

gasoline-powered passenger vehicles. So, over the course of the PV system's 25-year

lifespan, TMC anticipates saving up to P73 million in electricity costs.

The solar carport system, which spans 2,501 square meters and can

accommodate 95 vehicles, is by far the largest of its kind to be installed in a local hospital.

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 2.2.3 Baguio General Hospital & Medical Center Gardens

Figure 2.8 https://newsinfo.inquirer.net/608188/public-hospital-gardens-help-make-city-

breathe

“At least 10 minutes of meditation here gives me a new way of seeing

things,” says Cabfit, chief of Baguio General Hospital and Medical Center (BGHMC). The

400-bed hospital caters not only to locals but also to patients from central and northern

Luzon.

Well-designed hospital gardens not only provide calming and pleasant

nature views, but can also reduce stress and improve clinical outcomes through other

mechanisms, for instance, fostering access to social support and privacy, and providing

opportunities for escape from stressful clinical settings. In addition to ameliorating stress

and improving mood, gardens and nature in hospitals can significantly heighten

satisfaction with the healthcare provider and the overall quality of care. Evidence from

studies of a number of different hospitals and diverse categories of patients (adults,

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children, and elderly patients; ambulatory or outpatient settings, inpatient acute care

wards) strongly suggests that the presence of nature — indoor and outdoor gardens,

plants, window views of nature — increases both patient and family satisfaction.

2.2.4 Zamboanga City Medical Center

Figure 2.9 https://www.agriculture.com.ph/2021/10/03/zamboanga-hospitals-urban-

garden-a-hit -with-staff-and-patients/

In December 2020, the Zamboanga City Medical Center (ZCMC) started

planting urban gardens on its premises. Measuring about 15-20 square meters each, the

urban gardens have three locations: in front of the hospital kitchen, behind the Psychiatry

building, and in front of the TB-DOTS clinic, the latter mainly dedicated to papaya trees.

A garden of hope: Community garden is a source of food, profit, and hope

for community members displaced by the Zamboanga Siege. The gardens are composed

of container gardens, which grow herbs and vegetables like pechay, eggplant, okra,

tomatoes, string beans, kangkong, basil, garlic chives, and lemongrass; a hydroponics are

17
that grows lettuce, eggplant, and kangkong, and papaya trees planted inside tires for

support. It is maintained by gardeners and personnel from the hospital’s Dietary Section.

“The vegetables are used for the patients, with the excess distributed to the staff. The

lettuce is sold to have rolling capital,” Dr. Kunting says.

Though small in size, the gardens have made a big impact on the hospital.

“We can give super fresh veggies to patients and staff,” Dr. Kunting says. “Our menu has

also had changes to incorporate the regular harvest of vegetables. We have decreased

some expenses as well. We have also upcycled many items that would have been thrown

out.”

It also altered the mindsets of the hospital staff in a positive way. “We used

to think that preparing healthy, pesticide free food for patients would be difficult and

expensive. This experience taught us that healthy food can be affordable and accessible,”

Dr. Kunting shares, adding that two of the biggest benefits the urban gardens have brought

to the hospital are, “healthy food and engaged staff.”

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 CHAPTER 3
Research Design

3.1 Research Design

The proponents used the descriptive method to gather and analyze data to meet the

requirements in the project namely “Aeithalís: A Proposed Geriatric Hospital Proposed

Geriatrics Hospital with Retirement Housing Facility”.

3.1.1. Research Paradigm

The proponents' data came from a variety of sources, including online

journals and papers, online libraries, and other sites. Numerous governmental

offices and entities contributed information to the research.

Figure 3.1 Research Paradigm

Research Generation

The researcher was able to gather data on the project's profile and

space needs from a variety of people and organizations. In order to assess

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whether the site was appropriate for the project, comprehend its physical state,

and determine what was required for the proposed mixed-use development plan,

the Comprehensive Land-Use Plan was utilized.

3.1.2. Architectural Programming

ADMINISTRATION

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 Space Approx
No. of Space
Space User Parameter Area
Users Quality
SQM/ Pax SQM

ADMINISTRATIVE SERVICES

Main Lobby Guest/ Staff 25 Accessible 2.2 132

Waiting Area Guest 15 Accessible 1 150

Information Desk Staff 5 Formal 6 18

Communication
Staff 5 Formal 3 3
Booth

Toilet (Male) Guest 6 Typical 1.7 25.5

Toilet (Female) Guest 5 Typical 1.7 34

Accessible Toilet PWD 2 Typical 5.64 5.64

ADMITTING OFFICE

Admitting
Admitting Office 4 Formal 6 78
Officer

Admitting Area
Staff 4 Open Plan 4 16
(Window)

Record Room Staff 2 Formal 15 15

Pantry Staff - Open Plan 3.4 3.4

Staff Toilet Staff - Typical 3 3

BUSINESS AND FINANCE

Acc. Officer
Accounting Office 10 Formal 2.2 10.7
& Staff

Accountant Office Head

1 Formal 1 24.06
With Toilet Accountant

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 Pantry Staff - Open Plan 6 3.2

Staff Toilet Staff - Typical 3 3

Acc. Officer
Accounting Office 10 Formal 1.7 10.7
& Staff

BILLING AND CASHIER

Billing Section
Billing Head 1 Formal 12.4 12.4
Chief Office

Billing Office Staff 4 Open Plan 1 9.1

Billing Area
Staff 8 Open Plan 6 3.2
(Window)

Cashier Section Cashier

1 Formal 12.4 12.4
Chief Office Head

Cashier Office Staff 4 Formal 1.7 9.1

Cashier Area
Staff 8 Open Plan 1.7 3.2
(Window)

Pantry Staff - Open Plan 2.2 4.4

Staff Toilet Staff - Typical 3 3

MEDICAL RECORDS OFFICE

Medical Records
Personnel and Personnel 8 Formal 10.1 10.1
Office

Medical Record
Personnel 4 Typical 20.2 20.2
Storage

Pantry Staff - Open Plan 3.2 3.2

22
 Staff Toilet Staff - Typical 3 3

ADMINISTRATIVE OFFICES

Chief of Hospital Chief of

1 Formal 28.4 28.4
Office Hospital

Chief of
Staff Toilet - Typical 2.4 2.4
Hospital

Secretary Office
Secretary 2 Formal 10.1 10.1
& Desk

Chief of Clinic Chief of

1 Formal 26.4 26.4
Office Clinic

Toilet Staff - Typical 2.4 2.4

Secretary Staff 2 Formal 9.3 9.3

Chief of Nurse
Chief Nurse 2 Formal 16.2 16.2
Office

Nurse Supervisor
Supervisor 4 Formal 8.55 8.55
Office

Server Room Staff - Typical 12 12

HUMAN RESOURCE

Human Resource
Management HR Staff 4 Formal 8.55 8.55
Office

HR Chief Head of HR 1 Formal 5.8 5.8

Supervising
Supervisor 1 Formal 5.2 5.2
Officer Desk

23
 Training Training
1 Formal 5.2 5.2
Supervisor Office Officer

Pantry Staff - Open Plan 3.8 3.8

Staff Toilet Staff - Typical 3 3

ENGINEERING OFFICE

Engineering
Engineer 2 Formal 8 8
Office

Maintenance Staff 2 Typical 8 8

Staff Toilet Staff - Typical 3 3

OTHER SERVICES

Medical Social Social

4 Formal 6.8 6.8
Service Office Worker

Health Insurance
Insurance
Corporation 6 Formal 6.2 6.2
Officer
Office

Insurance
Counter 4 Open Plan 2.4 9.6
Officer

SUBTOTAL = 1,161.76

SUBTOTAL + 30% CIRCULATION = 1,510.29

DIETARY DEPARTMENT

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 Space Approx
No. of Space
Space User Parameter Area
Users Quality
SQM/ Pax SQM

Supply Receiving
Staff 4 Typical 5 20
Area

Cold and Dry

Staff 2 Typical 12.5 25
Storage Area

Food Preparation
Staff 6 Typical 5 30
Area

Serving and Food

Staff 10 Functional 4 40
Assembly Area

Washing Area Staff 3 Typical 5 15

Garbage Disposal
Staff - Typical - 5
Area

SUBTOTAL = 377.64

SUBTOTAL + 30% CIRCULATION = 490.93

HOUSEKEEPING & LAUNDRY DEPARTMENT

Head/
Office 2 Formal 6 12
Staff

Receiving Area Staff 3 Functional 3 9

Releasing Area Staff 3 Functional 3 9

Wash & Drying

Staff - Functional - 50
Area

Sewing & Pressing Staff - Functional - 50

Linen Storage - - Typical - 50

Housekeeping
- - Typical - 40
Supply Room

Janitorial Supply
- Typical - 40
Room

Staff Lounge Staff 10 Typical 3 30

Staff Toilet Staff 2 Typical 2.4 4.8

SUBTOTAL = 295.00

25
 SUBTOTAL + 30% CIRCULATION = 383.50

MORTUARY

Space Approx
No. of Space
Space User Parameter Area
Users Quality
SQM/ Pax SQM

Autopsy corpse-
1 Functional 18 29.72
Area Staff

Releasing
Public 1 Functional 10 18
Area

Waiting
Public 1 Functional 20 10
area

Wheeled
Stretcher - 2 Open Plan 1.08 20
Area

Mechanical
- - Functional 10 2.16
Room

Locker
Staff 1 Typical 2.2 10
Room

Staff Toilet
Staff 1 Functional 3 2.2
& Bath

SUBTOTAL = 95.08

SUBTOTAL + 30% CIRCULATION = 123.60

EMERGENCY DEPARTMENT

Space Approx
No. of Space
Space User Parameter Area
Users Quality
SQM/ Pax SQM

Waiting
Visitors 30 Accessible 1 30
Area

Toilet Visitors 4 Typical 2.5 10

Accessible
PWD 1 Typical 5.64 5.64
toilet

26
Emergency
Medicine Staff 8 Formal 6 48
Office

Toilet Staff 1 Typical 2.4 2.4

Isolation
Room with Patient 2 Functional 18 36
Toilet

Patient/
Triage 3 Functional 6 18
Staff

Nurse
Staff 1 Functional 5 5
Station

Examinatio
n/ Patient/
8 Functional 7.5 60
Treatment Staff
Area

Minor
Patient/
Operating 2 Functional 20 40
Staff
Room

Decontami
nation
room w/
Staff 2 Functional 7.5 15
Shower/
Dressing
Room

Wheeled
Stretcher 10 Open Plan 1.2 12
Area

Doctor-on-
Staff 8 Formal 2.5 20
Duty Room

Supply
7.5 15
Room

ER
Staff 2 Functional 1.2 10
Pharmacy

Nurse
Staff 15 Typical 2.5 45
Lounge

Staff Toilet Staff 8 Typical 20

Storage Staff 10

Security Security 1 Open Plan 3 2.4

27
 Officer

Waiting
Visitors 30 Accessible 1 30
Area

Toilet Visitors 4 Typical 2.5 10

SUBTOTAL = 404.44

SUBTOTAL + 30% CIRCULATION = 525.77

SURGICAL DEPARTMENT

Space Approx
No. of Space
Space User Parameter Area
Users Quality
SQM/ Pax SQM

Stretcher
Staff Open plan
Nook & 3 4.8 6.21
Patient
Transfer

Nurses, 2
Scrub-Up Formal 2.1 3.3
Doctors

Surgical Supervisor
Supervisor's 3 Formal 2.7 6.66
Area

Anesthesiol Anesth.
3 Formal 2.7 6.66
ogist Area

Anesthesia
Staff 2 Formal 2.1 3.3
Storage

Clean-up
Staff 2 Formal 2.1 3.6
Room

Staff Locker
Staff 8 Functional 8.4 9.9
Room

Toilet Staff 6 Typical 6.3 7.45

Operating Doctors
6 Formal 5.4 18.28
Room Nurses

Nurses'
Nurses 9 Functional 13.2 16.35
Locker room

Central Doctors 3 Functional 2.7 12.73

28
 Space Approx
No. of Space
Space User Parameter Area
Users Quality
SQM/ Pax SQM

Stretcher
Staff Open plan
Nook & 3 4.8 6.21
Patient
Transfer

Nurses, 2
Scrub-Up Formal 2.1 3.3
Doctors

Surgical Supervisor
Supervisor's 3 Formal 2.7 6.66
Area

Anesthesiol Anesth.
3 Formal 2.7 6.66
ogist Area

Anesthesia
Staff 2 Formal 2.1 3.3
Storage

Clean-up
Staff 2 Formal 2.1 3.6
Room

Staff Locker
Staff 8 Functional 8.4 9.9
Room

Sterilizing & Nurses

Supply
Room

Patients
Recovery
Nurses 6 Formal 6.3 15.8
Room
Doctors

Patients
Intensive
Nurses 17 Formal 28.86 133.86
Care Unit
Doctors

Visitors'
Waiting Visitors 20 Open Plan 36 244
Area

Storage Staff 3` Functional

Room 2.7 5.2

SUBTOTAL = 436.34

SUBTOTAL + 30% CIRCULATION = 567.24

29
OUTPATIENT DEPARTMENT

Space Approx
No. of Space
Space User Parameter Area
Users Quality
SQM/ Pax SQM

OPD
Outpatient
Waiting 20 Inviting 58.5 77.25
s
Area

OPD Chief
OPD Chief 3 Formal 2.7 7.92
Office

Toilet Patients 1 Functional 0.6 4.22

OPD
Admitting/ Staff
2 Open Plan 2.1 6.392
Info. Cashier
Counter

MInor Patients
Operating Doctor 4 Open Plan 4.2 7.24
Room Nurse

Dental
Dentist
Consultation 2 Formal 2.1 5.83
Patient
Room

Medical Doctor
Consultation Patient 2 Formal 2.1 5.83
Room

Surgical Doctor
Consultation Nurse 2 Formal 2.1 5.83
Room

ENT Doctor
Consultation Patient 2 Formal 2.1 5.14
Room Staff

Eye
Doctor
Consultation 2 Formal 2.1 5.14
Patient
Room

Toilet Patient 1 Functional 1.2 2.3

SUBTOTAL = 426

SUBTOTAL + 30% CIRCULATION = 553.8

30
RADIOLOGY DEPARTMENT

Space User No. of Space Space Approx

Users Quality Parameter Area
SQM/ Pax SQM

Rad-Fluoro Staff Formal

X-ray Room Patient 5 6.9 11.12

Toilet Accessible 1 Accessible 0.6 1.15

Radiographi Staff Formal

c X-ray Patient
Room 5 6.9 11.12

Toilet Staff 1 Typical 0.6 1.15

Control Staff Functional

Room 4 4.2 9.03

Dark Room Staff 3 Formal 2.7 10.76

Ultrasound Patients Formal

Room Staff 2 2.1 5.41

Toilet Staff 1 Typical 0.6 1.15

Waiting Patients Open Plan

Area Staff 15 28.5 32.84

Toilet Patient 1 Accessible 0.6 1.15

Radiologist' Staff Formal

s Office Patient 8 12.6 19.49

Staff Room Staff 10 Open Plan 15.6 19.06

Toilet Staff 1 Typical 0.6 1.15

Clerical Staff Formal

Room 3 2.7 7.39

Film File Staff Formal

Storage 4 4.2 9.32

Rad-Fluoro Staff Formal

X-ray Room Patient 5 6.9 11.12

Toilet Staff 1 Typical 0.6 1.15

31
 SUBTOTAL = 490.20

SUBTOTAL + 30% CIRCULATION = 637.26

LABORATORY

Space Approx
No. of Space
Space User Parameter Area
Users Quality
SQM/ Pax SQM

Bacteriology
Staff
& Serology 2 Formal 2.1 7.63
Employees
Section

Histopatholo Staff
2 Formal 2.1 9.31
gy Section Employees

Urinalysis &
Staff
Biochemistr 2 Formal 2.1 4.13
Employees
y Section

Hematology Staff
2 Formal 2.1 9.75
Section Employees

Blood Staff
2 Open Plan 2.1 4.59
Doning Patients

Waiting
Patients 15 Open Plan 28.5 33.53
Area

Toilet Patients 1 Accessible 0.6 1.15

Pathologists' Staff
4 Formal 4.2 10.81
Office Employees

Staff
Staff Area 5 Open Plan 5.7 12.49
Employees

Glass
Staff
Washing & 1 Formal 0.6 7.2
Employees
Sterilizing

Storage Staff
3 Functional 4.8 6.9
Room Employees

Locker
Staff
Room & 8 Functional 12.6 20.9
Employees
Toilet

32
Bacteriology
Staff
& Serology 2 Formal 2.1 7.63
Employees
Section

SUBTOTAL = 389.40

SUBTOTAL + 30% CIRCULATION = 506.22

PHARMACY DEPARTMENT

Space Approx
No. of Space
Space User Parameter Area
Users Quality
SQM/ Pax SQM

Chief
Chief
Pharmacist' 3 Formal 2.7 5.73
s Office

Staff Work
Staff 3 Open Plan 4.8 9.32
Area

Toilet Staff 1 Typical 0.6 1.15

Patient
Dispensing Staff
2 Functional 2.1 5.36
Area & Drug Patients
Info.

Receiving/
Breakout/ Staff
2 Open Plan 2.1 3.71
Inspection Patients
Area

Flammable
Staff 2 Functional 2.1 4.95
Storage

Bulk
Staff 2 Functional 2.1 10.1
Storage

Extemporan
eous
Staff 2 Formal 2.1 8.62
Preparation
Area

Distribution Staff
2 Open Plan 2.1 7.81
Area Patients

SUBTOTAL = 156.52

33
 SUBTOTAL + 30% CIRCULATION = 203.61

NURSING FACILITY
Space Approx
No. of Space
Space User Parameter Area
Users Quality
SQM/ Pax SQM

Nurse 8 8.4 13.43

Nurse Formal
Station

Toilet & 1 0.6 2.13

Nurse Typical
Bath

Nurse 2 2.1 3.9

Utility Area Functional
Staff

Linen Room Staff 2 Open Plan 2.1 5.05

Treatment Nurse 4 4.2 7.61

Open Plan
Room Patient

Toilet & 1 0.6 2.13

Staff Typical
Bath

Equipment 2 4.2 6.64

Staff Functional
Storage

Patients 5 11.1 15.93

Bed Ward Formal
Nurse

SUBTOTAL = 171.366

SUBTOTAL + 30% CIRCULATION = 222.77

MAINTNANCE DEPARTMENT

34
 Space Approx
No. of Space
Space User Parameter Area
Users Quality
SQM/ Pax SQM

Office Officer 3 Formal 4.8 10.42

Toilet Staff 1 Typical 0.6 1.15

Biomedical
Equipment Staff 3 Formal 4.8 11.1
Room

Mechanical
& Electrical Staff 2 Formal 2.1 10.02
Room

Carpentry 1 1.5 18.84

Staff Open Plan
Workshop

Locker
Room & Staff 8 Functional 12.6 18.1
Toilet

Garage & 2 3 91
Staff Open Plan
Work Area

SUBTOTAL = 150.61

SUBTOTAL + 30% CIRCULATION = 195.793

CHAPLAINCY

Space Approx
No. of Space
Space User Parameter Area
Users Quality
SQM/ Pax SQM

Interdenom
Public 50 Solemn 1.4 70
inational

Catholic Public 50 Solemn 1.4 70

SUBTOTAL = 140

SUBTOTAL + 30% CIRCULATION = 212

35
PARKING AREA

Space Approx
No. of Space
Space User Parameter Area
Users Quality
SQM/ Pax SQM

Guest/
Service
Patient/ 3000
Road
Staff

Public Guest/
80 Open 12.5 1000
Parking Patients

Doctors
Doctor’
/
s 15 Open 12.5 187.5
Hospital
Parking
Staff

Motorcy Guest/
50 Open 2.4 120
cle Patients

Articulat
ed Delivery 2 Open 64.8 129.6
Truck

Standar
Delivery 2 Open 43.2 86.4
d Truck

SUBTOTAL = 4523.5

SUBTOTAL + 45% CIRCULATION = 6590.06

Bubble Diagram

36
 Figure 3.2 Bubble Diagram

3.1.3 Design Concept

The concept is to integrate Functionalism, Bioclimatic and Organic

Architecture. It also promotes the tree that is widely spread across Cavite, which

is Bitangcol. These large trees thrived along the mountainside of this neighborhood

even before the arrival of the Spaniards, providing the locals with a source of

income. The integration of these creates a harmonious Architecture that balances

the natural environment and the rural domain.

37
3.2 Data Analysis and Presentation

The study's data, analysis, and interpretation in this part demonstrate the

project's controlling site requirements for a feasible proposal for a Geriatrics Hospital and

Retirement Housing Facility.

3.2.1 Site Selection

3.2.1.1 Site Criteria

Listed in this section are the criteria for choosing a possible site. These are

used in assessing all the potential locations for the proposed geriatric

hospital with a nursing home facility.

General Criteria:

1. Social Aspects - It should be a residential-free zone and must not

hinder the existing social environment.

2. Availability - It should have utilities like power and communication

lines, telecommunications, water supply lines, and drainage lines.

3. Accessibility - It should be accessible by either public or private

transportation.

4. Good surroundings - It should have a well-maintained environment.

5. Flexibility - It should have the ability to be extended for future

developments.

6. Proximity - It should be located to where it is easily accessible to

anyone in the municipality.

38
7. Topography - It should possess good land characteristics that are

ideal for the project.

8. Visibility - It can be seen easily or at least is well known to the public.

9. Safety - It is the ability of the site to keep peace and order and should

be natural hazard-free.

10. Government Endorsement - The site should be aligned with the

ideal location proposed by the Provincial Government.

11. DOH Compliance - The site must comply with DOH standards and

regulations of aerodromes.

Specific Criteria:

1. The site should not be situated in a highly dense residential area.

2. The site should have effective connections with essential utilities such

as power, communication lines, and water lines.

3. The site should be easily accessed by people through public or private

transportation.

4. The site should be flexible in terms of land coverage.

5. The site must be easily accessible in order for nurses and in-house

doctors to experience less traffic when moving around responding to

medical emergencies.

6. The site should be a good and well-maintained environment, free from

39
obstructions like tall buildings, mountains and bodies of water, electric

towers, and old trees.

7. The site’s topography must be relatively flat, has good soil type, and

must be erosion resistant.

8. The site should be visible to the public through vehicular access.

9. The site should be safe, secured, and free from natural hazards.

10. The site should at least be proposed or endorsed by the Provincial

Government.

11. The site must comply with DOH’s regulations provisioned by the

Health Facilities and Services Bureau entitled Planning and Design

Guidelines for Primary Care Facility. It states the general, functional

and specific technical requirements from the Administrative Order No.

2020-0047.

Figure 3.2 Location Map of Site A

San Francisco, General Trias City, Cavite

40
 Figure 3.3 Location Map of Site B
Tua, Magallanes, Cavite

System of Evaluation and Ratings

Site A
SIte B
San Francisco,
Criteria Tua, Magallanes,
General Trias City,
Cavite
Cavite

Social Aspect 4 2

Availability 5 3

Accessibility 5 5

Flexibility 4 5

Good Surrounding 4 5

Proximity 4 4

Topography 4 5

Visibility 5 5

Safety 3 4

Government 3 4
Endorsement

Average 37 39

5- Excellent 4- Very Good 3- Good 2- Poor 1- Very Poor

41
 Table 1. System of Evaluation and Ratings

3.2.1.2 Site Justification

The possible sites have been analyzed based on site criteria with the

aid of an evaluation and rating system. This will help the proponents in

the design and planning of the proposed Geriatrics Hospital. The table

shows a rating of 5 as excellent and 1 as very poor in terms of site

selection. Based on the results, Tua, Magallanes, Cavite has garnered

39 points which is higher than the remaining location. The restrictions

on site will be studied in the designing and planning process of the

project proposal.

3.3 Site Data

3.3.1 Macro Site

Figure 3.5 Map of CALABARZON

http://rdccalabarzon.gov.ph

42
 CALABARZON, also known as Region IV-A, is one of the regions of the

Republic of the Philippines. The names of the five provinces that make up the

region—Cavite, Laguna, Batangas, Rizal, and Quezon—were combined to create

the region's name. There are 140 municipalities, 4 011 barangays, and 14 cities in

the region. Just south and east of Metro Manila, in the southwest of the main island

of Luzon, is where you'll find CALABARZON. It is a well-liked vacation spot for

Manila families because it is conveniently accessible. It has a population density

of 709.2 people per square kilometer, making it the second most densely

populated area.

CALABARZON is the most populated region in the Philippines, with a

population of 12, 609, 803 inhabitants. CALABARZON is designated as Region IV-

A. The region is composed of five provinces, namely, Cavite, Laguna, Batangas,

Rizal, and Quezon. CALABARZON is the second most densely populated region

in southern Luzon, just south and west of Metro Manila. The provinces of Cavite,

Laguna, Batangas, Rizal, and Quezon are all part of the region closest to Metro

Manila. This makes CALABARZON a popular day trip and weekend getaway

destination. It may only be an hour or two away, but the diverse topography and

varied natural attractions make this region interesting because of the beaches and

dive spots; forests and caves; mountains and hills; waterfalls and hot springs.

Laguna de Bay, the country's largest freshwater lake, is located here. It also has

Taal Lake, which is home to the world's smallest active volcano.

Because of its proximity to the national capital, CALABARZON has

seen steady industrial growth and urbanization in recent years. But the local culture

is still very much alive. Historical landmarks, monuments, old churches, and

shrines dot the region’s landscape.

43
 Figure 3.6 Map of Cavite http://chonzskypedia.blogspot.com/2011/10/province-
of-cavite.html

Cavite is a province in the Philippines located in the CALABARZON

area of Luzon. It is one of the most industrialized and rapidly developing provinces

in the Philippines, situated southwest of Manila on the southern shores of Manila

Bay. With a population of 4,344,829 as of 2020, it is the most populous province

in the nation if the independent cities of Cebu are not included.

Because it is so close to Metro Manila, the region's northern regions

have developed into sprawling residential districts that are still expanding today.

With factories relocating to industrial parks dispersed around the region, industrial

expansions are also driving the province's expanding economy. As one of the

provinces that spearheaded the Philippine Revolution against the Spaniards, the

province is likewise rich in history. Cavite was designated as the historical capital

because it was here that the Philippines gained its independence.

44
 Figure 3.7 Map of Magallanes, Cavite
https://www.facebook.com/magallanescaviteLGU

Magallanes is an agriculture municipality. Rice farming is common;

however, it is evident that there has been a shift in emphasis from rice farming to

coffee production because of the growing market demand for coffee.

When Magallanes first existed, it was a neighborhood called Panitan

and is a part of the Maragondon municipality. The word "panitan," which means

"to remove the bark of a tree," is derived from the Tagalog word "panit." The town

is named after Ferdinand Magellan, also known as Fernando de Magallanes in

Spanish, after the Philippine revolution.

The municipality makes up 4.79% of Cavite's total area with a land area

of 73.07 square kilometers, or 28.21 square miles. 23.851 people were living there

as of the 2020 Census. This was equivalent to 0.55 percent of Cavite province's

entire population or 0.15 percent of the entire CALABARZON region's population.

These numbers are used to calculate the population density, which is 326 people

per square kilometer or 845 people per square mile.

45
Geographic Location

Magallanes, Cavite is one of the 18 municipalities of Cavite.

Its upland community is located in the southwestern part of the

province, farthest town of Cavite, approximately 95 kilometers south of

Metro Manila and 38 kilometers southwest of the provincial capital. It is

bounded in the northeast by the Municipality of General Emilio

Aguinaldo; on the southeast by the Municipality of Maragondon; and

the Province of Batangas on the south.

Electricity in Magallanes, Cavite

- Electricity in the municipality is served by MERALCO.

- It is fortunate enough that thru DILG’s Bottom-Up Budgeting (BUB),

most residents in these Sitios benefited from LED light generated from

solar panels distributed to them under Electrification project.

Water Supply in Magallanes, Cavite

- Water is supplied by the Magallanes Water System.

- Some areas get their water from artesian wells, open wells, and

springs.

Status of Solid Waste Management in Magallanes, Cavite (June

2020)

- Solid wastes are collected and disposed of to sanitary landfills or

managed open dumpsites.

46
 - Current disposal facilities: Kay-Anlog, Calamba City, Laguna

- Non-Biodegradable and Biodegradable waste are collected in

Tuesday and Friday

- Each Barangay has Material Recovery Facility/Material Recovery

System/Material Recovery Receptacle

3.3.2 Micro Site

Figure 3.8 Map of Tua, Magallanes, Cavite

https://cavite.gov.ph/magallanes/index.php/about-the-lgu/barangay-profile

Tua is a barangay in the municipality of Magallanes, in the province of

Cavite. 1,940 people were living there as of the 2020 Census. This represented

8.13% of the total population of Magallanes.

Its name came from Kapampangan meaning tanda or older due to its

most elevated land in Magallanes. The term is currently being utilized in the Filipino

47
language.

There are many locations near the project site that provide a

magnificent view of the surrounding landscape. The Utod River, Spring, Falls, and

Mount Talamitam are a few of the spectacular sights-makers. In a remote

barangay of Tua, Utod Falls is a two-story high cascade with clear, green water

running down the riverbanks and a variety of flora and animals.

Site Analysis

Figure 3.9 Site Analysis

3.3.3 Strengths, Weaknesses, Opportunities and Threats Analysis

STRENGTHS

● There are three possible accessible roads and exits (accessible highways).

● Nature view that is marketable for both local and foreign retirees.

● A majestic view of Mt. Talamitam can be seen on the site.

● The site is situated close to popular tourist areas.

● Through the use of direct nature and a biophilic approach, the proposal

48
 could serve as means to improve everyone's connection to the
environment.

● The site is low susceptibility to flood and other hazards.

● There is most likely no noise around the site.

● There is no traffic around the site.

● The proposal can serve as a tool to promote local goods in the Cavite

province.

WEAKNESSES

● The access roads to the location of the site are unpaved and jagged.

● There are no nearby commercial establishments around the site.

OPPORTUNITIES

● The proposed establishment can attain partnership with the municipality to

develop access roads in exchange for job opportunities for local residents
of Magallanes.

● The site has the opportunity to provide commercial establishments and the

other need amenities of retirees within the site

● The proposed project can help promote the culture and heritage of

Magallanes as well as the Cavite province.

● The lot is extendable for future innovations and development.

● The project could contribute to the growth of the neighboring municipalities.

THREATS

● The site could be prone to different and inevitable environmental hazards

such as volcanic and earthquake.

49
 3.3.4 Summary of Site Analysis

From the Strengths, Weaknesses, Opportunities and Threats Analysis,

the site has good accessibility as it is situated to have three access roads that

connect to neighboring spaces. The site is located in Tua, Magallanes, Cavite that

is a hundred hectares of land which some of the selected portion will be used for

the expansion of a prebuilt community for advanced upgrade and better

accessibility pursuing a lot more purpose of development.

The strengths and opportunities of the site are visible tools potentially

driven to promote a development. On the other hand, it is a fact that the

weaknesses and threats are inevitable. However, these are not considered as

hindrances for the proponents to conduct the study and continue on the design

and planning of the proposed project. As people become familiarized with the study

forming factual evidence, the project could be recognized and known.

3.4 User Analysis

The proponent considers knowing the projected potential users of the proposed

project in order to plan the proper execution of the spaces. According to this, the

population, locals, and the entire region are important indicators of who will be the project's

future users.

3.4.1 User’s Demography

The proposed redevelopment and expansion targets to cater to the growing

population of Magallanes as well as the entire province and cases of morbidity,

which are presented below, demonstrating a significant response to the growing

need for a specific geriatric hospital and nursing home facilities not only in the

southwestern part of Cavite but also throughout the province.

50
 Population (2020)
Name
Age 60 and up

Alfonso 5,151

Amadeo 3,698

Bacoor City 38.750

Carmona 5,305

Cavite City 9,632

Dasmarinas City 39,787

General Emilio Aguinaldo 1,962

General Trias City 17,073

Imus City 29,886

Indang 6,423

Kawit 6,792

Magallanes 1,853

Maragondon 3,065

Mendez (Mendez-Nuñez) 3,131

Naic 7,748

Noveleta 4,038

Rosario 6,439

Silang 15,543

Tagaytay City 4,912

Tanza 13,075

Ternate 1,677

Trece Martires City 7,657

General Mariano Alvarez 9,654

Table 2. User’s Demographics (Age 60 and up)

51
 3.4.2 Organizational Structure

Organizational Chart

Figure 4.0: Organizational Chart for Level 3 Hospital

Medical Service

Figure 4.1: Medical Service Chart for Level 3 Hospital

Nursing Services

52
 Figure 4.2: Nursing Service Chart for Level 3 Hospital

Hospital Operations and Patient Support Services

Figure 4.3: Hospital Operations and Patient Support

Service Chart for Level 3 Hospital

Finance Service

53
Figure 4.4: Finance Service Chart for Level 3 Hospital

54
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