ARCHITECTURE AND DESIGN
Active and recovery-focused care West Moreton Health has developed its new model of care based on a philosophy of delivering recovery-focused outcomes. This philosophy is strengthened by active care and active participation from staff. The environment reinforces this approach through a range of design initiatives that promote connection between staff, service-users, and their loved ones. Gone is the traditional fishbowl
staff station, and in its place is an open touchpoint integrated into the social space that can be used by both staff and patients. A separate staff write- up room is located close by for more focused activities, but deliberately without windows so as to remove the risk of passive care habits returning. This model is about helping people feel that they are really being cared for, rather than being watched from a safe distance, or feeling alienated. This relationship builds trust and establishes a culture of being ‘all in it together’. Family is an important part of the
recovery journey. Family and other visitors are welcomed into the facility to spend time with their loved ones. The design incorporates a range of comfortable settings inside, and also in the landscaped courtyards. These settings provide choices and support various interactions in social spaces, quiet rooms, therapy spaces, and courtyards. Additionally, a large meeting room and an adjacent large therapy courtyard provide the space to safely and comfortably accommodate larger family groups, and can be readily accessed from any of the units.
Increase in family visits Early indicators support an increase in family visits and family participation in therapy. This is demonstrating that families have increased confidence in coming into the unit, and also greater comfort in leaving their loved ones in the unit to receive the care they need. It is anticipated that better quality
family involvement during care within the unit equates to a more stable environment at home. This results in a smoother transition to home, helping reduce risks around relapse.
Stephen Watson
Stephen Watson, Principal, Architecture, at Hassell, undertook his education and trained in Scotland before moving to Australia in the late 2000s. A recognised leader in health architecture and planning, he has over 20 years’ experience in delivering complex and future-focused health projects, many of which are award-winning, including the Surgical, Treatment and Rehabilitation Service (STARS) at Herston, Brisbane, and the recently completed standalone Acute Mental Health Unit at Ipswich Hospital in Queensland.
Other key highlights in his portfolio include the award-winning master plan for Townsville University Hospital Redevelopment and Gold Coast University Hospital, where he was Project leader and Health Facility planner for the standalone acute Mental Healthcare Facility. More recently, he led the design processes to support business cases for the New Toowoomba Hospital and Redland Hospital Expansion Projects, and is currently leading the design of the $1.1 bn Redcliffe Hospital Expansion as part of the Queensland Health Capacity Expansion Projects.
Bringing strategic thinking, knowledge, and expertise, to all the projects he encounters, he has a BSc (Hons) and a Postgraduate Diploma in Advanced Architecture Design.
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The author says: “An overarching philosophy around ‘designing for people’ has shaped both the process and the outcomes of this project.”
Currently, there is a significant shortfall in mental health workers in Australia. Healthcare workers across Australia are also experiencing significantly higher levels of work-related burnout compared with other industries; mental healthcare workers are statistically amongst the most impacted. These factors highlight the importance of providing a work environment that promotes staff wellbeing. The facility has been designed as both an environment for best practice care, and as a safe, attractive, and fulfilling workplace. Throughout the facility, all staff work points are fitted with sit-to-stand desks and have large windows, providing access to daylight and views of nature. There are several discreet, comfortable break rooms, and a dedicated staff terrace for genuine respite. There is an integrated education and training hub where the latest care practices can be communicated and learned. The care model encourages continuous learning, and enables theory to be put into best practice.
Staff feedback undertaken during this
first year is revealing that the new work environment is helping to reduce burnout, reduce staff turnover, improve staff satisfaction, improve staff performance, and improve staff wellbeing. Architecture, landscape architecture,
and interior design work together to shape this project, and provide a holistic environment of care that benefits service- users, their loved ones, and the people who work here. This place has been operational for
almost one year, and anecdotal evidence indicates that the environment is having a genuinely positive impact. Benefits are being realised around more effective healing, and a more effective workforce, providing both health and cost benefits for the whole community.
Reference 1 Closing the Gap. Queensland Health. Last updated 12 March 2021. https://tinyurl. com/yd92ducj
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