INTERVIEW
Integration with the wider hospital and community was also a priority. The facility was designed to be open and visible, rather than a fenced-off secure building. People visiting the hospital could use shared areas, and patients were no longer isolated. The defined process and clear objectives enabled rapid decision-making and a focus on achieving the best possible outcomes.
What were your key challenges? You’ve mentioned that they wanted to bring it in and integrate it as part of the estate properly, rather than keeping it separate. What were the main challenges in doing that? XR: Affordability was the biggest challenge. The realisation that existing accommodation was unfit came just before COVID-19, and material costs and availability were challenging. The original design included three distinct wards, each with unique layouts. To make this deliverable, we standardised ward templates and rationalised materials internally, keeping the design adaptable and flexible while remaining within budget. The key was balancing affordability with the design ambition.
Fantastic. Standardisation is a hot topic at the moment as well and also that being flexible, being able to keep it for future proofing, et cetera. In that environment, did you find that actually having it in a quicker time scale, having those deadlines very clearly meant that was a positive part of the puzzle? XR: Yes, fast decision-making was positive. It allowed us to lock in outcomes and move to the next challenge quickly. Regular cost-checking with a strong cost team ensured we stayed within budget and made informed choices. Quick, structured decision-making was key to balancing design ambition with financial reality.
It’s not a common theme in our sector. XR: But fast programmes are common in design projects. Tight timelines are the norm, so structured decision-making is essential.
So, how did you achieve that with tight time scales? Was decision making a challenge? Did it come out in a positive manner with the estates team? How did they feel about that process? XR: Inclusion in decision-making was critical. FM and estates teams, clinical leads, M&E consultants, catering staff – everyone was involved. Lived experience consultants ensured patients’ and staff priorities were included, even small details like non-ticking clocks in bedrooms and herb planting in courtyards. The result was spaces that offered activity and therapy within a safe, secure, and private environment. The rural Norfolk site enhanced the outcome, providing views and space that supported both indoor and outdoor wellbeing.
Fantastic. Were there any unexpected lessons learned through working with those different stakeholders? XR: The small details mattered most. Clocks that didn’t tick, co-productive arts programmes, seasonal planting choices – these were unexpected but highly valued outcomes that came directly from lived experience engagement. Prioritisation was key: certain elements were non-negotiable, while less critical aspects could be rationalised to remain within budget.
How important were partnerships and collaboration in delivering this successfully? XR: Crucial. Lived experience consultants and Hospital Rooms, an arts consultancy, shaped both the design and the arts strategy. Arts interventions connected the new
facility with the existing hospital, maintaining continuity. Estates and facilities teams were involved throughout, and contractors liaised closely with staff, ensuring everyone understood what was happening on site. This created a culture where the building was recognised as a service for people, not just bricks and mortar.
How did sustainability and long-term resilience influence your approach? XR: Sustainability was embedded from the start. BREEAM Excellent standards were met, PV panels were installed, and materials were carefully chosen to manage energy consumption. Timber was initially considered but replaced in some areas to fit standardised ward layouts while managing carbon footprint. Social sustainability included providing employment for the local community and maintaining a long-term arts programme. The result was both environmental and social resilience.
And that ownership is incredibly important. That does help with the longevity of a project as well. So, on top of winning this project, obviously you picked up Architectural Practice of the Year last night. XR: Yes.
I know there’s been some changes? XR: Yes, including a very new website. We’re proud of it. It represents our office culture and showcases how we
To make this deliverable, we standardised ward templates and rationalised materials internally, keeping the design adaptable and flexible while remaining within budget. The key was balancing affordability with the design ambition.
March 2026 Health Estate Journal 25
Attendees at Healthcare Estates 2025.
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