Cook Hospital
Plan your work, work your plan.
A master plan will help you avoid expensive construction delays, service reductions, and last-minute changes. It is an essential part of a successful, well thought out project. Without one, a facility will not meet its full potential nor provide an adequate return on investment.
A DSGW master plan looks at operations, medical trends, local demographics, patient count, and design and construction options so you can maximize your budget.
Challenges for the Cook Hospital in Rural Minnesota
Like many rural medical facilities, the Cook Hospital had layouts that no longer worked well for staff or patients. Patient privacy, for example, was compromised by the long-standing practice of routing all incoming traffic past recovery rooms. Nurses’ stations were poorly located—a major issue for rural health facilities as staff is often expected to serve several functions at once. Finally, the facilities’ revenue streams were not being maximized—a troublesome issue given the competitive nature of the medical industry.
DSGW Architects Create a Master Plan
DSGW Architects reviewed and analyzed the facility’s operational needs and current delivery systems. Then, they presented a two-hour forum on what medical trends and innovations are useful in helping providers adapt to the increased demand (and increased expectations) of patient care.
With ideas and options on the table, DSGW worked with hospital administrators, board members, and staff to review all options and ultimately designed a more efficient and effective healthcare facility for the community.
The hospital refurbished its undersized lab, created a new admitting space, and re-located patient recovery rooms to an area with less traffic. Interiors were re-designed to include carpet, wood doors, and welcoming colors to help sooth patient anxiety. Future growth was also considered so that as the campus expands, it doesn’t lose touch, cohesion, or function with existing structures. During construction, improvements were carefully planned and scheduled in phases, so work didn’t interfere with patient care.
