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by CityBuilderAK47

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FAQ/Strategy Guide by CityBuilderAK47

Version: 1.11 | Updated: 09/19/19

Table of Contents

  1. Intro
    1. Theme Hospital vs. Two Point Hospital
    2. Additional Resources
    3. Where Your Save Files Are Stored
    4. Updates / Additional Content
  2. Before You Build: What Makes An Effective Layout?
    1. 11 Tips for Hospital Success
    2. The Patient Process
    3. Patient Happiness
    4. The 9 General Rules of Hospital Layout
    5. Kudosh & Recommend Items
  3. Before You Build: Staffing
    1. Staff Happiness & Staff Threats
    2. Doctor Skills
    3. Nurse Skills
    4. Assistant Skills
    5. Janitor Skills
    6. Common Skills
    7. Staff Traits
    8. Staff Attire
  4. Countryside Region
    1. Level 1: Hogsport
    2. Level 2: Lower Bullocks
    3. Level 3: Flottering
  5. Cold Region
    1. Level 4: Mitton University
    2. Level 5: Tumble
    3. Level 6: Flemington
    4. Level 6: Flemington - Case Study - 2 Stars to 3 Stars
    5. Level 6: Flemington - 3-Star Winning Layout
  6. Industrial Region
    1. Level 7: Smogley
    2. Level 7: Smogley - Case Study - From Failing 1 Star to Succesful 3 Star
    3. Level 7: Smogley - 3 Star Winning Layout
    4. Level 8: Melt Downs
    5. Level 8: Melt Downs - 3-Star Winning Layout
    6. Level 9: Duckworth-Upon-Bilge
    7. Level 9: Duckworth-upon-Bilge - 3-Star Winning Layout
  7. Tropical Region
    1. Level 10: Sweaty Palms
    2. Level 10: Sweaty Palms - Case Study - A Failing Hospital (When to Give Up)
    3. Level 10: Sweaty Palms - 3-Star Winning Layout
    4. Level 11: Grockle Bay
    5. Level 11: Grockle Bay - 3-Star Winning Layout
    6. Level 12: Blighton
    7. Level 12: Blighton - 3-Star Winning Layout
  8. Urban Region
    1. Level 13: Rotting Hill
    2. Level 13: Rotting Hill - 3-Star Winning Layout
    3. Level 14: Pelican Wharf
    4. Level 14: Pelican Wharf - 3-Star Winning Layout
    5. Level 15: Croquembouche
    6. Level 15: Croquembouche - 3-Star Winning Layout
  9. Sandbox
  10. Interior Designer
  11. (Snowfall) Pointy Mountain Region
    1. (Snowfall) Level 16: Underlook Hotel
    2. (Snowfall) Level 17: Swelbard
    3. (Snowfall) Level 18: Roquefort Castle
    4. (Snowfall) Level 18: Roquefort Castle - 3-Star Layout
    5. (Snowfall) New Items
    6. (Snowfall) New Rooms
    7. (Snowfall) New Illnesses
    8. (Snowfall) Other New Things
  12. (Pebberley Island) Pebberley Island Region
    1. (Pebberley Island) Level 19: Pebberley Reef
    2. (Pebberley Island) Level 19: Pebberley Reef - 3-Star Winning Layout
    3. (Pebberley Island) Level 20: Overgrowth
    4. (Pebberley Island) Level 21: Topless Mountain
    5. (Pebberley Island) Level 21: Topless Mountain - Case Study - Working Successfully with Waves
    6. (Pebberley Island) New Items
    7. (Pebberley Island) New Rooms
    8. (Pebberley Island) New Illnesses
  13. (Close Encounters) Desert Region
    1. (Close Encounters) - Level 22: Goldpan
    2. (Close Encounters) - Level 23: Camouflage Falls
    3. (Close Encounters) - Level 23: Camouflage Falls - Anatomy of a 3-Star Wave-Smashing Hospital
    4. (Close Encounters) - Level 24: Chasm 24
    5. (Close Encounters) - New Items
    6. (Close Encounters) - New Rooms
    7. (Close Encounters) - New Illnesses
  14. (Superbug Initiative) - The Superbug Initiative
    1. (Superbug Initiative) - Research Projects
    2. (Superbug Initiative) - Project-Unlocked Items
  15. Building a Better Hospital
    1. GP Queues
    2. Hospital Level Snowballing
    3. Expansion Strategy
    4. Examples in Efficiency
    5. Room Prestige
    6. The Great Patient Purge
  16. Training
  17. Marketing
  18. Common 2-Star Challenges
    1. Money Troubles
  19. Common 3-Star Challenges
    1. You want HOW Much in Hospital Value?
    2. Attractiveness Rating
    3. Bump that Cure Rate Up!
    4. Staff Morale? Are You Kidding Me?
  20. Staff Challenges
  21. Illnesses
    1. List of Illnesses
    2. Chance of Cure
    3. Rogue Monobrows
  22. Epidemics
  23. Emergencies
  24. Disasters
  25. Rooms
  26. Item Listing
    1. Kudosh Item Listing
    2. (Special) Item Listing
    3. (Retro Items Pack) DLC Item Listing
  27. Research Projects
  28. VIP Visits
  29. End of Year Awards
  30. Steam Achievement Guide
  31. Two Point Humor
  32. Contact the Author
    1. Legal Bla Bla Bla

Cold Region

Level 6: Flemington - Case Study - 2 Stars to 3 Stars

Like many players, I rushed quickly away from Flemington as the Industrial Region awaited me, ready to unlock more hospital goodness. But at some point, every player will want to return to the older hospitals to get those three stars. Since I had last played this level, I learned a whole lot in the later part of the game. That knowledge then helped me unlock the keys to success. In this case study, we'll see how I took my ailing 2 star hospital with an "OK" layout to a much better 3 star where I had high cure rate, staff happiness, and a pretty good layout.

So here we are at Flemington, just after I finished my reception area re-model. As you can see, I've got some lofty goals to get that wonderful third star.

Zooming out is often a good way to get a good and quick glance at your hospital's issues. In this picture I can identify that my GP offices are past capacity, and I have several patients that are low-health. What's more alarming is that some of these low health patient and dying patients are still in my diagnosis area (right-most building). Let's see what I can do here..,.

The first thing I want to do is re-design the GP's office area so it's a bit more smooth, which will allow me to better place GPs' Offices. The first thing I'm going to do is re-arrange and delete objects in the immediate front area. The issue here is that when my queues will get longer, they will "bump into" the plant and leaflet stand here and create extra collisions. Let's get rid of those. I also re-did the vending area.

The main obstacle to getting more GPs' Offices in Plot 1 is that big ward I have there. I'm going to move that to another building, but I still want it reasonably close. Since I already have a diagnosis area built up in Plot 3 fairly well, I'll leave that alone. I turn my attention to my Plot 4, which is a mixture of treatment and administration buildings. According to the 9 General Rules of Hospital Layout, it's always a good idea to move "administrative" buildings outwards, or "afield" of the main patient areas. So, being flush with cash, I bought a new building (Plot 7), which I then moved my training office, classroom, and marketing office to. This now frees up a giant corridor perfect to fit that ward. As I'm moving it, I also see that I could expand the space even more. I'll pass on making the room too much bigger, as 8 beds seems to be working fine with patients numbers and I can keep the space free for other rooms.

I then go back to the freed up space in Plot 1 and start shrinking abnormal-sized GP offices. I need a few more, so the easiest way to do that is pare down big ones and use that open space to allow new ones. As I'm doing that, I can't help but realize I've got a similar thing going on in Plot 3. I bet if I shrunk a few rooms, I could get a little better use out of all of this.

With my rooms shrunken and re-arranged, I can now turn my attention to my cramped little toilets block, which is really insufficient for a growing diagnosis area. I'll also double-check my toilet areas and try to make them as close to 4x4 as I possible can. After making those a bit bigger, I then look around and see people are still dying and GP queues. I know that one common remedy to this is to check how my staff are trained and get them to level up their qualifications. Typically, with at least 2-3 levels of the GP qualification, they'll have to see patients less, thus freeing up the queue space. I take a look-see....

Oh my god. I've totally forgotten about training in my rush to get on to the industrial levels. I have 28 employees that have a spare skill slot! Not good! I need to ramp up the training, stat! Having 5-10 employees with a spare slot is acceptable, 15-20 is really bad, and 28 is downright embarrassing. Let me get on that!

As I'm panning around, I see little frost icons in the nearby building, telling me it's probably time to re-check the temperature layer and see if maybe I'm missing some radiators...and sure enough I am. While this is a small fix, it has a big impact on patient and staff happiness.

Another common solution to hospital problems is to take a look at your dying patients and see why they're dying. Are they being killed by a low Cure Calculation? Or are they not making it to their cure rooms in time? In this patient's case, his health is depleted, so I know there's an issue somewhere along the Patient Process. So let me think back to what I need to check - it could be a low GP qualification causing multiple trips...it could be an inefficient layout...it could be little help from diagnosis rooms....

So, one way I can address this for sure is by making sure that my staff are getting trained up in many areas. Skills I'll focus on include Motivation (to have them work faster and move between rooms faster), Ward Management (for Ward diagnosis), and Treatment (for a better outcome in general) - multiple training offices are necessary to whip my embarrassingly under-trained 28 staff members into shape.
(Note: This screenshot below has since been updated graphically, but the screen is still the same)

And then, as I look around, I realize some staff are off - why is this person in that room? Shouldn't they be in another room? I check my nurse's Job Assignment - and oh man! Everyone's trying to do everything! A trip back to the Job Assignment screen is in order to remedy this and keep my nurses working only in the rooms they'll be best in. Making things more efficient, I then go through my hospital and pare down rooms while the staff are getting their training. I know that wider corridors ultimately translate to less collisions and better patient outcomes.

Having re-done the buildings, I think about how I can make this diagnosis area work a bit better. I've got that open space....hmmm...and I do have a big queue for my Fluid Analysis room...

So I re-arranged it a bit, and zoom out to think about how I can better make the GP area and the diagnosis area flow...and actually, I'm pretty happy with it now. My goal criteria are all slowly coming up too.

So I look over to my Plot 4 building and realize that now Injection Rooms are in demand. I decide it's better to replace the Psychiatry by moving it to another building, and instead letting the demand shape what's being treated here. I'll probably change this again if another treatment room begins to amass a large queue. Another thing I can do is make the rooms a bit more prestigious (I certainly have the money to spare) - this will usually satisfy staff requests and give the working staff member a little more happiness. Level 3 will give a 10% boost, Level 4 a 20% boost, and Level 5 a 30% boost.

I'm still balancing training, and realize that as I'll be building more rooms, it's worth the investment to make sure I have janitors specialized in high levels of Mechanics for quicker upgrades. Machines that are fully upgraded will be a very important component to a high cure rate.

I head back to my diagnosis area to inventory which machines need to be upgraded, try to make the corridor flow smoothly with ample amenities for my patients. It seems to be coming along well, though I still have an occasional ghost here and there.

I'm still checking out dying patients, low-health patients, and cure failed patients to figure out where I'm going wrong. In my Fracture Ward, my cure rate isn't so great, it turns out that the nurses are relatively low-skilled, I have no room improvements, and the diseases being treated have a hard difficulty. I will need to improve it with better staff qualifications and adding in upgrades for those extra few points to guarantee the cure will work.

It then turns out that I had different nurses in and out of the ward. I want to specialize the game's ward staff, and I'll also take advantage of the new wardrobe customization to make the ward nurses wear purple, that way I can see at a glance if they're supposed to be there or not. Smart idea!

As the Fracture patients left me to think about how to improve all cure rates, I look around to nearby rooms and invest the money to upgrade the machines. I continue to upgrade...

I also realize with my bottom message that I still have patients that are rage quitting because of low amenities and lack of certain diagnosis rooms. Those are goals I can certainly work on. I poll my nearby patients to find which areas are lacking what nearby and fix it.

And for other rooms, like the Ward, while I can upgrade the staff slowly, I can also furnish it with more upgrade items like the Medicine Cabinet and Wall Monitor to give my base treatment score a boost. As you can see, even a couple of things boost the numbers by 4%. That's not shabby!

This also reminds me that Attractiveness has its own boosts...let's see if I can make it all pretty to make my staff and patients happier.

I'll check the radiators too...Look how close victory is!

And ding ding ding, before you know it, victory is mine!

Since I'm in a jolly mood, I work on the hospital a little bit more...but not before I start off with a great round of awards (always a sign you're on the right track!)

Since I certainly had the money, I bought out the remaining buildings, and placed a big cafe in the middle of one of the new plots.

And that's basically it...from this point on, I just added more rooms as necessary and trained the staff well. Nice to see that cool $2.5 million, ya know?

This case study showed a good example of taking an already profitable hospital to the next level. But not all scenarios are like this, and you may find yourself in more dire straits than about $800,000 to start playing around with. If so, definitely check out the case study of Smogley to watch a failing hospital $50,000 in debt and a horrible reputation turn around. For more interesting food for thought, check out the case study of Sweaty Palms, which is actually a story about when to give up.