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Originally organized as the A&E support department of ICDD Builders Inc., IMB A+D was conceived in 2003 to pursue services for clients who prefer construction by owner’s administration or design and/ or construction management consultancy only. Having built a number of hospitals and schools from the 80’s to the late 90’s, ICDD passes on its knowledge and expertise in institutional design and construction to its sister company as an independent consultancy bureau. IMB A+D’s design approach is simple: to develop strategies which offer sustainable solutions for every project issue. Emerging technologies are considered but only applied in the context of the surrounding environment and cost parameters. Conventional construction methods are still employed with due consideration to available resources in the region as well as the aptitude of the available manpower. Principal Architect: Planning Consultant: Project Management Consultants:

Ian M. Billano, uap, ashe Shalla Gayle B. Billano, ms Arch.,uap Arlyn L. Recones, uap Hernan R. Billano, icdd LEED Arch’l Design Consultant: Mikaela Rosette M. Santos, uap, leed Structural Engineering Consultants: Modesto P. Ruiz, ms CE, asep Ixoperio R. Bonzon, ms CE, asep Allan Q. Dizon, CE, asep Mariano D. Paradero, CE, asep Sanitary Engineering Consultants: Roy Magat, psse Roque Diosdado C. Estacio, npmap Arnel M. Agustin, uap, nmpap Electrical Engineering Consultants: George M. Simbulan, pee Pepito S. Salas, pee Roque Diosdado C. Estacio, ee Mechanical Engineering Consultants: Roman Basco, pme Marcelo S. Tigas, pme Electronics & Communications: Emalyn Gonzalez, pece Engineering Consultant Hospital Management Consultants: Hernan R. Billano, icdd Abundio A. Balgos, MD, mha Staff Architects: Dusteen V. Timbang, B.S. Arch, uapga Franz Allan M. Rodriguez, B.S. Arch, uapga Andrew Christian A. Torres, B.S. Arch, uapga Jasper Andrew B. Desquitado, B.S. Arch, uapga Project Coordinators: Jesus Tolentino Cleto Bayaras Robert Singian

List of Completed Projects/ Studies De la Salle Lipa Masterplan, Batangas De la Salle Novitiate, Lipa City, Batangas La Residencia, De la Salle University, Dasmarinas, Cavite De la Salle Medical Center Operating Room Complex, DLS Health Sciences Campus, Dasma., Cavite St. Anthony College Hospital, Sn. Roque Ext., Roxas City, Capiz CRL Environmental Corp. Laboratories, Clarkfield, Pampanga St. Paul’s Dumaguete Conceptual Masterplan, Negros Health Centrum Conceptual Masterplan, Roxas City, Capiz

Project: De la Salle Medical Center Operating Room Complex

Date Started:


Total Floor Area: 1,400 sq.m.

De la Salle University

Location: De la Salle Health Sciences Campus, Dasmarinas, Cavite

Project Cost:

August 2000

Date Completed:

October 2001

PHP 30 M (USD 750,000.00)

The De la Salle Medical Center O.R. Complex combines the Surgery Unit, OB-GYN Unit, and its support facilities into an integrated facility. The Surgery Unit is Composed of 5 Major Operating Suites, 2 Minor Operating Suites, and a proposed Open Heart Surgery Operating Theater. Each Major Operating suite is sized at approximately 31.5 sq. m. while the Minor operating suites are sized at 16.34 sq. m. each. A satellite workroom and sterile equipment and supply storage is provided for every two O.R.s for easy access to supplies and immediate cleaning and servicing of Surgical equipment in case of accidental contamination during operations. Each O.R. is equipped with pendant-type piped-in medical gas outlets coupled with grounding type electrical outlets providing an obstruction-free tapping point for the power and medical gas requirements of medical equipment. An adjacent wall-mounted gas outlet is also provided as back-up in case of malfunction. Pendant-type periphery equipment modules mounted on support arms with large working radii are incorporated with the Operating room light system. Both features allow shorter workflow and easier interface to medical equipment. Each operating room is equipped with audio-visual telecommunications ports allowing collaboration between different departments and O.R. units of other hospitals in the near future. The Surgical Unit is equipped with its own dark room for immediate development of radiographs adjacent to the O.R.s that need it most. The centerpiece of the Surgery Unit is the 45 sq.m. Open Heart Surgery Operating Theater. Observers may view complicated procedures through the huge float glass window of the adjacent conference room and lounge or watch multiplexing images of the neighboring O.R.’s via a centralized CCTV system. A common feature in all operating rooms is the use of a laminar flow-type Air conditioning system where fresh air, after going through a HEPA filter, is injected into sterile areas to generate positive pressure preventing contaminated air from infiltrating. The wide inner sterile corridor of the Operating Room Unit is designed to accommodate stretcher parking. Its sterile environment is maintained by a series of buffer zones and a stretcher transfer area accessed through automatic doors activated by a narrow-band infrared motion sensor for hands-free access. The OB-GYN Unit is composed of a colposcopy room, 4 labor rooms, 3 Delivery Rooms and a specialized Gynecological Operating Suite for complicated deliveries. Labor rooms, each sized at 6.45 sq. m., are compartmentalized for acoustic privacy which reduces stress during labor. Each can be observed at the adjacent nurse station through a continuous row of fixed glazing. Located directly across the Labor rooms are the Delivery rooms (each at 12 sq.m.) and the Gynecological O.R. The Nursery and Neo-natal Intensive Care Unit is adjacent to these areas minimizing the risk of mishandling the new-born during transfer after birthing. Support facilities include a 12-bed recovery room, an 8-bed ward type Surgical ICU specifically for post-op intensive care encompassed by a visitor’s viewing area, Endoscopy suite for Internal Medicine diagnostics, and 5 Locker rooms and 2 call room facilities for consultants and staff. The main workroom is centralized for use of both Surgery and OB-GYN units with a separate autoclave room. Magnetic/ proximity card keys allow limited access to the O.R. Complex’s sensitive environment. Outlets and lighting fixtures inside the sterile areas are moisture resistant which make them easy to clean after surgical procedures. Multiple photo-electric sensor activated scrub sinks offers hands-free pre-op preparations preventing the transfer of microbes incurred usually through physical contact. Stainless steel cladding covers surfaces where frequent disinfecting and cleaning procedures takes place. The facility also features the use of epoxy-based grouting between floor and wall tiles of sterile and heavy traffic areas, which is chemical and bacteria resistant - fit for highly workable environments like the O.R. Resilient Vinyl wall guards line the walls of heavy traffic areas of the complex.


Project: Owner:

St. Anthony College Hospital

Daughters of Charity

Location: San Roque Ext., Roxas City, Capiz

Date Started: September 2003

Date Completed: March 2006

Total Floor Area:

5,550 sq.m.

Site Area:

Project Cost:

PHP 60 M (USD 1,500,000.00)

3 Hectares

Hospital facilities are highly inter-dependent. The advantage of on-site rehabilitation of existing facilities is that upon completion, a facility can immediately be operated with existing facilities supporting it, instantly earning income to help finance other stages of development limiting the need for bank financing. If a new facility were to be built at a new location, other support facilities must also be built with it. Consequently, the entire hospital would have to be completed before efficient utilization of even a single facility is realized, delaying the return of capitalization. The Hospital is already at a strategic location visible from and adjacent to Roxas City’s main hub of activity. Such location has already been established to its clientele, most of which are just walking distance away. By retaining its location, it more effectively fulfills its purpose as a catalyst for development in the area as the community actually witnesses its evolution visible to all Capiznons. Phase 1 : Adaptive Reuse of idle sections of the existing college building into transition space for areas affected by next stage of renovation. 1. Construction of a connecting bridge linking the annex building to the college building. 2. Conversion of the college building’s 2nd flr. Into 20 patient rooms 3. Conversion of under-utilized areas of its ground flr. Into temporary offices for nursing service, personnel, pastoral care, etc. 4. Provision of an elevator shaft along the connecting bridge *As we proceed with the next stages of renovation, the need for transition space for displaced areas is inevitable. The physical facilities of St. Anthony College are too big for its current enrollment of less than 200 students. By converting part of the space into patient rooms, we enable it to generate income while still providing for the needs of the college with the remaining useable space. The building’s situation is ideal, as it is adjacent to the hospital proper, with which two possible connections are possible (via the annex or via the existing cloister, later to be converted). Furthermore, partitions of the said building are of light materials, which should expedite the conversion process. *There is enough land area at the back of the hospital for future expansion of the college. It is not ideal for the campus to be clustered together with hospital’s facilities, as it is unhealthy for the students. It is for that same reason that we are also transferring the sisters’ cloister to another location. Phase 2 : Relocation and Expansion of Ancillary Services

1. Conversion of existing patient rooms @ the 2nd floor of the existing left wing into an Operating Room Complex. 2. Conversion of existing patient rooms @ the ground floor of the existing left wing into a new Emergency room. 3. Conversion of the old Emergency room into the new Laboratory upon completion and operation of the new Emergency room. 3. Construction of a 3-storey hospital annex in front of the main hospital building’s left wing to house new medical imaging center (x-ray and ultrasound) and out-patient services @ the ground flr., a new Recovery Room and Nursery @ the 2nd flr., and the new chapel, offices and Conference room facilities @ the 3rd flr. *A considerable amount of the hospital’s receivables comes from the HMO’s. A major factor which encourages these institutions to refer their clients to a hospital is the completeness and efficiency of its Ancillary Services. Medical diagnostics and imaging which serves both in-patient and out-patient

departments contributes to a bulk of the hospital’s earnings. *The addition of a second annex allows for the widening of the corridors without demolishing the narrowly-spaced columns of the old corridor. More importantly it makes the façade more interesting, providing an interplay of vertically-oriented volumes creating a massive and impressive elevation identifying the location of the Ancillary Service’s location. The roof eaves adapts the building’s character to the predominantly suburban setting, *The converted facilities of the college building shall accommodate the spatial requirements of all displaced patient rooms and administration offices during this phase. Phase 3 : Conversion of Old Ancillary Services @ Annex Ground Floor into Doctors’ Offices *staged upon occupancy and operation of new Ancillary Service facilities. Phase 4 : Rehabilitation of Right Wing

1. Conversion of Old Intensive Care Unit and Old Operating Rooms @ 2nd flr. into Medicine, Surgery and Pediatric wards. 2. Relocation of Pharmacy @ ground floor as soon as new wards @ 2nd floor become operational. 3. 4. 5. 6.

Expansion of Lobby @ ground floor as soon as new Pharmacy becomes operational. Rehabilitation of old Business Office. Erection of new elevator shaft and stair well Construction of new Industrial Medicine and Hemo-Dialysis facilities behind business office.

*This phase completes the objective of setting a new façade for the hospital. *The bigger lobby provides a more spacious waiting and queuing area for admissions and information, the business office, the new pharmacy, and the new OPD. Coupled with the hospital’s new façade, this interior treatment further enhances the image of the hospital making it more marketable. Phase 5 : Transfer of Sisters’ Cloister to detached location 1. Conversion of the Old St. Anthony Development Center into the new Sisters’ Cloister. 2. Conversion of the Old Sisters’ Cloister into additional small patient rooms and dormitory. 3. Erection of new ramp system beside corridor of Old Cloister. 4. Conversion of Cloister Ground floor into Permanent Administration offices. *areas borrowed from ground floor of college building to house temporary office facilities to be repatriated for the college’s use if necessary. Phase 6 : Landscape and Site Development 1. 2. 3. 4. 5.


Demolition of fence along San Roque Ext. Construction of new fence w/ grilles. Construction of main entry driveway and an 11-car parking area along San Roque Ext. Construction of emergency room driveway and a 23-car parking area on the left side of the existing annex Landscaping of quadrangle formerly occupied by old chapel. Optional : Construction of elevated basketball court, below which shall be a covered parking area.




Project: Owner:

St. Paul’s Hospital, Dumaguete Phase 1

Sisters of St. Paul of Chartres

Location: Dumaguete City, Negros Oriental

Date of Proposal:

May 2006

Total Floor Area:

1,400 sq.m.

Project Cost:

PHP 20 M (USD 500,000.00)

Site Area:

6 Hectares

The proposed site is situated along the Northern coastline of Negros Oriental. It is a consolidation of four lots with a total area of almost six hectares. A quarter of this area is occupied by four fishponds located at the rear portion of the site. The site is accessible via an existing national highway with a RROW of 15.00 m. Maximum site frontage along the road is about 100.00 m. Majority of the site’s useable area is situated at an elevation 3.00 m. below the street elevation. The proposed medical facility shall occupy the first two lots nearest to the major road. The building’s ground level shall be at least 0.30 m. above the highway’s current elevation. Progress shall be implemented in phases. The initial phase involves the provision of a multi-purpose, 2-storey cluster which will house essential amenities of a primary care teaching hospital. This allows the institution to find its niche market in the community providing a rudimentary reference point in determining the extent of future development based on demographic demand and preference. Flexibility and adaptability are the major considerations in this proposed endeavor. Components of the masterplan shall be reduced into comprehensible unit clusters linked along a central spine. These units shall be built based on demand and availability of funding. Each unit is designed to generate revenues to expedite ROI and sustain both hospital operations and the on-going building program. Services & utilities shall be located at the lower ground level. Outpatient services and administrative offices shall be on the upper ground floor. General nursing & Specialized care units shall be on the upper floors.






Academic Qualifications : B.S. Architecture University of Santo Tomas España, Manila June 1993 - May 1998

Professional Qualifications : Architect (PRC reg. # 14714) January 1999 Board Exams for Architecture (Manila) Junior Designer – Junior Draftsman Project Architect Consultant Designer/ Renderer Instructor Associate Architect -

Hospital Builders Enterprises (October 1996 - October 1997) Interhouse South Corporation (November 1998 - March 1999) ICDD Builders, Inc. (June 1999 – August 2002) Daughters of Charity of St. Vincent de Paul (October 2002 – February 2003) Palafox Associates Architecture and Urban Planning Firm (February 2003 – February 2004) Holy Angel University (June 2005 – Present) A2 Designs (May 2007 – March 2008)

Professional Affiliations : Member United Architects of the Philippines (UAP) since March 1999

Member American Society of Healthcare Engineering (ASHE) since July 2002



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