FACILITY UPGRADES
Renewal of radiology, CT, MRI, and integration with technical circuits.
l Phase 5 – General inpatient wards (3,085 m2
)
Expansion and code upgrades for progressive care units.
l Phase 6 – Outpatient clinics and technical connector (1,161 m2
)
A new ambulatory wing easing pressure on the existing building.
l Phase 7 – Main hall, commercial area, and public parking (12,000 m2
)
An opening gesture to the city– transparent, welcoming, and integrated.
Each phase is a movement. Together, they form a symphony that allows the hospital to keep beating.
Outcomes – when design transforms reality The Masterplan is not merely a promise – it is already showing results. Each intervention was designed to generate measurable, sustainable impact across four dimensions: clinical, operational, economic, and environmental.
Clinical outcomes l Patient safety through flow segregation and updated standards.
l Therapeutic environments via natural light, acoustic comfort, and controlled ventilation.
l Better continuity of care through integrated diagnostics and outpatient services.
l Regulatory compliance enabling high- tech medical equipment.
Economic outcomes l Expanded high-complexity offerings (hemodynamics, day surgery, imaging).
l Productivity gains from reduced redundancy and optimised layout.
l Lower operational costs (energy, logistics, maintenance).
l Additional income through commercial areas and new partnerships.
Environmental outcomes l Energy efficiency through LED lighting and low-consumption HVAC systems.
l Waste management with differentiated, secure circuits.
l Water efficiency through monitored networks and reserve tanks.
l Landscape integration with green spaces as active design components.
Conclusion – learning to share The Sanatorio Adventista del Plata proves that transforming a centennial institution is possible without losing its soul. That modernisation does not require homogenisation. That care can be present in design as much as in treatment. This experience offers key lessons for
What was found was a building that had grown out of necessity, not by design
Operational outcomes l Reduced unnecessary transfers. l Safer and clearer internal routes. l Consolidated services encourage teamwork.
l More efficient preventive maintenance.
hospitals in Latin America and beyond: l Infrastructure must adapt to the care model – not the other way around.
l Flow segregation is not a luxury – it is a clinical safety requirement.
l Architecture can humanise the experiences of patients, staff, and visitors.
l Phased implementation is essential when operations must continue.
l Process-driven planning allows rational, effective, and humane use of resources.
l The symbolic value of a hospital as an urban heart must be part of the design.
Epilogue – architecture of care, architecture of time A hospital is not just a building. It is a web of connections, of intersecting times, of intertwined care. It is a place where architecture carries an ethical responsibility. This project reminds us that healthcare
architecture must go beyond functionality – it must be emotional, temporal, symbolic. It must engage with the body, the city, the landscape, and history. Between memory and the future lies
fertile ground: the present that chooses. And this project chose not to accept the status quo but to reinvent from the roots, with critical insight and an open heart. Because in the end, to care is to design. And to design is, in itself, a form of care.
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IFHE DIGEST 2026
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