$ 350 Million for the construction of a Medical City in Abidjan.

For total investment of 350 Million dollar over the period 10 years on 189 ha, the creation of a medical village will become a regional destination as well as an economic catalyst for the Country.

The effort is supported by the fact that, nationally and regionally, healthcare is among the most promising industries for job growth and real estate development in the coming decades.

Demand for healthcare services, housing, jobs and development is driven by a number of factors, particularly the tremendous growth of Ivorian over the age of 40 who require the most medical services. The number of Ivorian aged 40 and over is expected to double between 2030 and 2040.

The demographic conditions driving healthcare growth in the rest of the continent and in the world also exist in Abidjan. The private market in Abidjan is already showing that medical uses are feasible, along with the strong population of new Health Center; so the question revolves around not if something like a medical village will happen, but how and at what scale and quality.

The international Hospital, Medical Office, Biotech, Research and Development, schools, cultural center Housing, Retail and Public Spaces during the days, evenings, and weekends will help energize, populate and animate the district.

Located adjacent to Yopougon and in close proximity to residential neighborhoods, the district will be filled with shops, restaurants, and “third places” such as coffee shops, cafes and unique shops, that provide interactive community meeting places and a pedestrian-engaging environment. The district will also include a mixture of offices, hotels and a dense, urban-style residential component.

A key component of the project is the wide array of medical and supporting services and activities concentrated in the medical village. The density of services and adjacency to the district, residential neighborhoods and open spaces will encourage walkability. Medical-related uses include 600 beds hospitals, medical offices, laboratories, pharmacies, rehabilitation assisted living centers, hotels and education.

Siting of the buildings within the medical village should frame the streetscape, capitalize on the amenities, encourage pedestrian movement, make efficient use of the land and create a density that can support local transit service. Housing options will offer variety for people of different age groups with varying needs, including lofts, live work units, townhouses and single-family homes apartments.

Open green spaces and natural areas are key in attracting residents and businesses to the district and improving the overall quality of the area.

The plan for the medical village defines a design philosophy and implementation strategy for attracting high quality healthcare, housing and services into a setting and lifestyle concept unique to Abidjan . If successfully implemented, the medical village will stimulate new development opportunities, create jobs, expand the City’s tax base and create inviting, engaging, connective experiences for residents, visitors and patrons. Implementation of such a plan will have many components – physical, financial, regulatory, operational and organizational – and will necessitate flexibility as market conditions change over time.

The plan cannot anticipate or detail every feature that will ultimately make up the medical village; however, it does define the design philosophy underlying the district enhancements, and illustrates real world examples of its application to help facilitate and translate the different components of a medical village into a distinct identity. To be successful, the plan must focus on defining a distinct image for the district, populating the district with pedestrians, providing green spaces for exercise and relaxation through the preservation of valuable environmental features, and stimulating economic growth by providing an atmosphere for attracting businesses and an international hospital of 600 beds

ISO Country Code: ci, CIV

Local Time = UTC +0h
Actual Time: Fri-Sept-17 20:07

Country Calling Code: +225

Capital City: Yamoussoukro,
Abidjan (the economic capital and de facto political capital)

Other Cities: Bouaké, Daloa, Gagnoa, Korhogo, Man, San Pedro.

Type: Republic.
Independence: 7 August 1960.

Location: Western Africa, bordering the North Atlantic Ocean, between Ghana and Liberia.
Area: 322,500 km² (124 500 sq. mi.)
Terrain: Forested, undulating, hilly in the west.

Climate: Tropical, semiarid in far north.

Nationality: Ivoirian(s).
Population: 22.7 million (2015)
Ethnic groups: More than 60; main groups are Akan 40%, Voltaiques (Gur) 18%, Northern Mandes 17%, Krous 11%, Southern Mandes 10%, other 3%.
Religions: Indigenous 10%-20%, Muslim 35%-40%, Christian 25%-35%.
Languages: French (official); five principal language groups, the main ones are Diula (Dioula), Baule (Baoulé), Dan, Anyin and Senari.
Literacy: 50%

Natural resources: Petroleum, natural gas, diamonds, manganese, iron ore, cobalt, bauxite, copper, gold, nickel, tantalum, silica sand, clay, cocoa beans, coffee, palm oil, hydropower.

Agriculture products: main export goods are coffee and cocoa beans,
other products are: bananas, palm kernels, corn, rice, manioc (tapioca), sweet potatoes, sugar, cotton, rubber and timber.

Industries: Foodstuffs, beverages; wood products, oil refining, truck and bus assembly, textiles, fertilizer, building materials, electricity, ship construction and repair.

Exports – commodities: cocoa, coffee, timber, petroleum, cotton, bananas, pineapples, palm oil, fish.

Exports partners: USA 8.5%, Netherlands 6.2%, France 5.6%, Germany 5.6%, Nigeria 5.5%, Burkina Faso 5.5%, Belgium 5.3%, India 4.6%, Ghana 4.4%, Switzerland 4.1% (2015)
Imports – commodities: fuel, capital equipment, foodstuffs.
Imports partners: Nigeria 21.9%, China 14.4%, France 11.4%, Bahamas, The 5% (2015)

Currency: Communaute Financiere Africaine franc (XOF)
GDP in Ivory Coast is expected to reach 62.00 USD Billion by the end of 2021, according to Trading Economics global macro models and analysts expectations. In the long-term, the Ivory Coast GDP is projected to trend around 64.00 USD Billion in 2022 and 65.00 USD Billion in 2023, according to our econometric models.

Main Hospital Facility

• One of the largest private hospitals in Abidjan
• 12 stories with underground parking
• 70,262 square meters
• Fully licensed medical heliport
• Hospital-wide Wi-Fi network coverage

Outpatient Clinic Facility

• One of the world’s largest private sector outpatient clinics
• 12 stories plus 700 parking spaces
• 57,206 square meters
• One-stop convenience, with cashier and pharmacy stations on each clinic floor
• Technology features such as Wi-Fi; LCD multi-language directories and TV; an automated lab to provide faster, more reliable results; online registration, medical records and diagnostic images, allowing doctors immediate access to patient information from their exam room computers
• A spacious modern 10th floor Sky Lobby featuring a premium member lounge, international medical coordination, business and visa extension services, first-time registration services, Starbucks, and a bookstore
• Patient Volumes & Revenues
     Over 1.1 million patients treated per year (OPD and IPD)
     Over 520,000 are international patients, from over 10 different countries

Human Resources

• International management team
• Over 4,800 employees
• Over 1,200 physicians and dentists, many with international training/certification
• Over 900 nurses

Inpatient Capacities

• 600 Inpatient Beds include:
     o Medical/Surgical/OB/Pediatrics
     o Adult Intensive Care (ICU)
     o Cardiac Care (CCU)
     o Pediatric Intensive Care
     o Level IV Neonatal Intensive Care
• Single Deluxe Rooms, Premier Atrium Deluxe, Premier Royal Suites, 2 Bedded, and 4 Bedded
• Wi-Fi Connection: a wide selection of television channels as well as the hospital’s information and services

Outpatient Facilities

• 275 Examination Suites
• Ambulance and mobile critical care fleet
• 24-hour emergency care, including emergency cardiac catheterization
• A capacity of 5,500 outpatients per day
• Outpatient Surgery Center

Outpatient Clinics, Centers and Programs

• Allergy Center
• Arrhythmia Center
• Behavioral Health Center
• Breast Care Clinic
• Breastfeeding Clinic
• Bumrungrad Joint Replacement Center
• Children’s Center
• Dental Center
• Diabetes Center
• Diagnostic Center
• Dialysis Center
• Digestive Disease (GI) Center
• Ear, Nose and Throat Center
• Emergency Center
• Eye Center
• Fertility Center and IVF Clinic
• Health Screening Center
• Hearing and Balance Clinic
• Heart (Cardiology) Center
• Horizon Regional Cancer Center
• Hyperbaric Oxygen Therapy
• Hypertension Clinic
• Intensive Care Unit (ICU)
• Liver Center
• Medical Clinic
• Memory Clinic
• Men’s Center
• Nephrology (Kidney) Center
• Neuroscience Center
• New Life Healthy Aging Clinic
• Orthopedic Center
• Pain Center
• Parkinson’s Disease and Movement Disorders Clinic
• Perinatal Center
• Physical Therapy and Rehabilitation Center
• Plastic (Cosmetic) Surgery Center
• Pulmonary (Lung) Center
• Refractive Surgery Center
• Robotic Scoliosis Center
• Robotic Surgery Center
• Skin (Dermatology) Center
• Sleep Lab
• Scoliosis Center
• Spine Institute
• Sports Medicine Center
• Surgical Clinic
• Travel Medicine Center
• Urology Center
• VitalLife Scientific Wellness Center
• Women’s Center


Issues and Opportunities

The community values its diversity and seeks to retain the broad mix of housing types and prices currently found within the district. They fear that rising property values and redevelopment will limit opportunity for lower and moderate income families. However, they also see growth and development as an opportunity to strengthen the community.

Relatively few healthcare workers currently live within the community. This plan promotes the attraction of healthcare workers to the neighborhood by creating a mixed-use community where people live, work, shop and recreate.


•Support the growth, stability and diversity of the residential communities by ensuring a continued mix of housing types and prices, racial and economic diversity.

•Retain and promote affordable housing.

•Protect the historic housing stock as a value to the neighborhood.

Create a Distinctive Destination

The medical village provides an opportunity to establish a special and unique community within the City, the region and the state. It can become an identifiable magnet for medical facilities, distinguished professionals, health and wellness services and activities. These activities will be heightened by a living, working, shopping, dining and recreational environment.

Create a Mixed-Use District

The medical village should include a mixture of medical, wellness, and recreational activities and facilities, as well as retail, personal service, residential and office land uses. This will provide a “life- style” environment with activity during days, evenings and weekends that help energize and animate the district. Retail space should be focused on the district centers and include windows and entries directly from the sidewalk. These spaces can be populated with stores, restaurants and “third places” such as coffee shops; internet cafes and bookstores that will provide an engaging community meeting place and pedestrian environment.
A diversity of housing types should also be encouraged in order to fill a variety of needs and markets, such as:

• Lofts.
• Live-work units.
• Townhomes.
• Single-family lot homes
Provide many ways to access and circulate within the medical village, with an emphasis on convenient, shaded pedestrian and bike connections, which encourage exercise and a healthy life style.
• Trails should connect to parks, open space and other areas of the district. Certain areas should include exercise stations.
• Provide shade for walking, parking and other hard surfaces in order to lower ambient temperature and make outdoor activity more comfortable.
• Employ LEED and “green building” techniques to reduce energy consumption and improve air quality.
• Utilize storm-water management techniques that create amenities and assist in recharging ground water.
• Provide transit, such as a local trolley or shuttle that would connect medical facilities with professional offices and retail/restaurant areas to minimize the need for driving and to facilitate handicapped access.

Complete Streets

Complete streets are those that comfortably accommodate multiple users, such as transit, cars, pedestrians and bicycles, and are designed to function as both vehicular ways and civic space.

When local streets are designed for traffic to move between 20 and 25 mph, all users can share the street. Drivers move slowly enough to watch for pedestrians and see signs and signals. Pedestrians feel safe crossing the roadway; and cyclists can blend in with vehicular movement. Medical village patrons could happily “park once” and enjoy walking to multiple destinations.

Other street improvements that help achieve this goal include:

• Bulb-outs at pedestrian crossings.
• Minimal turn radii at corners.
• Special paving at pedestrian crosswalks.
• On-street parking and street trees.
• Street furniture, such as pedestrian level lighting, seating and trash bins.
• Pedestrian-oriented signage.


No single organizational model exists. While Fayetteville can and should learn from other medical village models, the approach adopted in Fayetteville will ultimately be distinctive to Fayetteville.

Great urban districts are beloved by their citizenry. Pride in the medical village must be promoted and instilled internally to the residents. The district could be useful in establishing a distinct gathering place for meetings focused on medical issues and for patients and their friends and families in the course of access to comprehensive health care solutions.

Great urban districts are able to overcome obstacles. This requires partnerships, shared resources, vision and patience. The premise of the medical village itself is the product of a shared vision and shared resources. The lesson needs to be extended throughout the district and the community. In the context of current and predicted economic reality, there is no viable alternative to a robust public-private partnership to get things done.

Great districts are walkable and have pedestrian scale. There must be interesting features that capture the attention of pedestrians while assuring personal safety. The variety of patrons and residents of medical village institutions will help to attract a variety of businesses, public art, aesthetically pleasing streetscapes and visual diversity.

Great urban districts have a commitment to mixed-use development. Developers and investors are urged to build for and attract a range of occupants, business types and institutional services.

The medical village can and must demonstrate that public/private investments can achieve significant results, and should include a variety of private interests (developers, etc.), public leadership and non-profits.

Entertainment is the driving market segment. Revitalized downtowns increasingly serve as places for dining and recreation rather than simply centers for retail merchandise. The medical village can be a leader in attracting and sponsoring public events (fairs, concerts, art walks, “healthy foods”
farmers market, etc.) that instill interest in the medical village, eventually leading to a wide range of investments.

There are typically a number of strong, adjacent residential neighborhoods that will be within walking distance of the medical village. Respecting the existing neighborhoods while also establishing new residential neighborhoods is essential for the success of the area. Access to and from housing in the neighborhoods must be redesigned to encourage pedestrians into the medical village.

Housing is either existing or underway. The medical village must have a substantial amount of housing in addition to improvements in transportation and pedestrian routes. Such housing should appeal to the workforce in the medical village as well as seniors, include affordable options, and be developed as walkable neighborhoods.

Colleges and universities help, but are not the sole answer. Many of the medical districts studied are in university towns, but the research found that universities are not automatic keys to district vitality. However, research indicates that a strategic partnership with institutions of higher education is vital to medical villages, is an attraction for regional visitors and a source of well-trained labor for the entire area.

With these metrics in mind, a strategic model for establishment of a medical village in Fayetteville and the broader community that leverages the characteristic of its existing strengths can be designed. Such a model, however, must be unique to Fayetteville and must be supported by those who use or would use the medical village more actively.

Successful medical corridors and districts have been established in a wide spectrum of urban areas. Some summaries of case studies of Medical Villages are provided on the following pages.

Medical and Supporting Uses

As shown in the figure below, the medical village can generally be divided into major use areas: an existing and expanding medical core and a large are of supporting uses. However,

Retail / Village Center

A village center with a strong retail component could thrive within the medical village. Retail provides activity and amenities to the residents, employees and visitors of the medical village. Retail creates a sense of place, making the medical village more desirable for residents, visitors and employees of the area. Requirements for success:

•Visibility. Thousands of customers must pass and see the site on a daily basis; Daily traffic volumes of approximately 20,000 are desirable for most national retailers.

•Accessibility. Must be very easy to get to; daily-shopping or convenience retail should be on the “way home” (right) side of the street.

•Central location. For example, grocery anchored centers should be within approximately one mile of 10,000 residents.


Office uses would be an excellent addition to the medical village as they would provide daytime activity and are compatible with the other uses being proposed for development. Requirements for success:

•Easy access to and from clients.

•Accessibility to workforce and executive residences; Offices need to be sited near metro regions or at major transportation hubs.

•Proximity to support services – banking, food, hotels and other services.

•Access to intra – and inter-regional transportation connections such as
freeways, high capacity transit and airports.


Experience from other medical corridors shows that additional hotels and conference
space will be needed in the medical village to accommodate visiting families, patients,
and doctors. Requirements for success:

Visitor amenities and attractions. Easy access to major thoroughfares.

•Co-location with other hotels


•Parking capacity

•Manageable competitive environment. Most retailers will avoid an area if competitors are already there

•Demographic match. Retailers choose sites located near their “target market” customers

•Anchor tenants. Retail developments are often “anchored” by one tenant who then attracts other tenants

•Sense of place, safety, cleanliness

•Contiguity. Urban retail must be continuous, or many shoppers will stop and turn back

•Parking capacity

Regional Activity Center Over lay

The primary objective is to offer a tool that can protect and strengthen existing (or new) activity areas that make a economically significant contribution to the community. Examples in other parts of the City include the Cross Creek Mall, the Crown Coliseum, hospitals and VA centers, or a concentration of restaurants. While existing standards can serve as a springboard, the range of uses and standards should be unique to the character of the center envisioned and facilitate concentration of uses defining the area. Incentives are possible in the overlay in the form of additional densities/intensities and relaxed standards established through the master plan for a proposed overlay. Key to the success of such areas would be the clarity of vision for the proposed activity center and a master framework focused on complementary uses and features that establish and reinforce the economic ‘theme’ or common thread for the various developments concentrated in the overlay.

The Regional Activity Center Overlay District is created to promote the continued vitality of areas of the City that demonstrate a common, economically significant contribution to the community by ensuring continued compatibility between existing and future uses in terms of type, scale,
and character and by promoting compatibility with other uses proximate to the designated Regional Activity Center.




Single-family attached

Single-family detached

Two-to four-family

Upper story


Therapeutic home

Fraternity or sorority house [S]

Group home, large (7 or more residents) [S]

Group home, small (up to 6 residents) [S]

Rooming or boarding house[S]

Public and Institutional Use Classification

Community center

Cultural facility



Senior center [S]

Youth club facility [S]

Adult day care center

Child care center

College or university

Elementary school

Middle school

High school

Vocational or trade school

Government maintenance, storage, or distribution facility [S]

Government office

Post office

Blood/tissue collection facility [S]

Drug or alcohol treatment facility [S]


Medical or dental clinic

Medical or dental lab

Medical treatment facility

Outpatient facility

Assisted living facility


Club or lodge

Convention center

Halfway house [S]

Nursing home

Religious institution

Arboretum, botanical garden

Cemetery, columbaria, mausoleum

Community garden

Public golf course

Greenway, public square or plaza

Park, public or private

Fire or EMS facility

Police substation

Police station

Helicopter landing facility [S]

Passenger terminal, surface transportation

Telecommunication antenna (on existing tower or building)

Telecommunications tower, freestanding [S]

Major utility [S]

Minor Utility

Commercial Use Classification

Animal grooming

Indoor kennel [S]

Veterinary clinic [S]

Conference or training center

Dinner theater

Restaurant, with indoor or outdoor seating

Restaurant, with drive-through service [S]

Specialty eating establishment

Business services

Financial services

Professional services

Radio and television broadcasting studio [S]

Sales (including real estate)

Parking lot

Parking structure

Commercial recreation, indoor


Arena, amphitheater, or stadium [S]

Private golf course

Athletic field/clubhouse

Golf driving range [S]

Swimming pool, private

Swimming pool, nonprofit

Tennis court

Other commercial recreation, outdoor

Bar, nightclub, or cocktail lounge

Entertainment establishment

Gasoline sales [S]

Financial institution, without drive-through service

Financial institution, with drive-through service

Funeral home


Personal services establishment

Repair establishment

Convenience store, without gas sales

Convenience store, with gas sales [S]

Drug store or pharmacy, without drive-through service

Drug store or pharmacy, with drive-through service

Grocery store

Liquor store

Retail sales establishment, large

Other retail sales establishments

Mini-warehouse [S]

Automobile repair and servicing (without painting/bodywork) [S]

Automobile sales or rentals [S]

Taxicab service

Bed and breakfast inn

Hotel or motel

Tourist home

Industrial Use Classification

Laundry, dry cleaning, and carpet cleaning plants [S]

Repair of scientific or professional instruments

Research and development

Parcel services

Recycling drop-off center

Wholesale uses (all uses) [S]


Accessory dwelling unit

Amateur ham radio/tv antenna


Child care, incidental

Clothes line



Home occupation

Ice house

Outdoor display/sales

Produce stand

Rain water cistern

Recycling drop-off stations

Satellite dish

Small-scale wind turbines

Solar energy equipment

Swimming pool/hot tub


Area Plan is only the first part of a successful plan. Identifying ways to achieve that vision is of critical importance. The Implementation Plan contains specific actions necessary to reach the vision. Actions in the implementation plan are short, medium, or long-term and work together to achieve the overall vision for the area.

This chapter recommends a series of principles and tools intended to help the and its partners implement the plan.

Just like the planning process, the implementation of the plan will have many components, including physical, financial, regulatory, operational and organizational. A wide range of actions is required to transform a paper plan into a vibrant built place. This chapter primarily focuses on financial or

funding tools, while also making recommendations regarding other elements of implementation.

In order to recommend the proper set of tools for the plan, it is important to recognize the content of the plan— what it is that will be implemented.

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