In a sweeping Master Plan, mcCallumSather and B+H developed mid and long-term scenarios for three significant sites within the Hamilton Health Sciences umbrella, Hamilton General Hospital, Juravinski Hospital and the St. Peter’s Hospital sites. The plan demonstrated flexibility, with responsive site recommendations tailored to each location and considering physical studies, building adjacencies and site conditions.

Each site has unique characteristics and densities, with specific challenges involving the relationship of the building to the site. As well as addressing the infrastructure issues of building areas, systems, and the rationalization of services, the study addressed issues related to site density, traffic, parking and vis-a-vis future development opportunities.

In the process of developing the report, our team structured a unique analytical tool, one which helped to organize information in to basic, moderate, and intensive requirements, becoming a quick reference to identify a path of prioritization.  Further, the analysis allowed for the effective identification of repurposing opportunities.

Working on three sites spread across the city’s geographic region provided significant opportunity to address current and future needs from the perspective of both community and regional implications. The plan synthesizes and rationalizes, again across all five Hamilton Health Sciences sites, ongoing research and academic opportunities in conjunction with the delivery of health care services.

Our design proposed a set of universal design concepts at each hospital, coupled with spaces that enabled a positive work environment. We interspersed key areas for teaching, simulation learning and research across the network of hospitals, and allowed for the dispersion of technology that enabled facilities to take advantage of changing technology. Working with an understanding of each of the site’s micro-climates, we created tailored designs that further enhanced the potential to connect to the surrounding communities and related commercial opportunities.

With further clarity in the clinical organization, the master plan set out a path to maximize building systems and clinical staff efficiency and effectiveness. We paid careful attention to patient circulation, and the flow of materials, staff and patients within that context. It helped us to identify operational efficiencies throughout the process, with suggestions for augmenting our designs with patient centered care models.