ARCHITECTURE & DESIGN A rendered image of the attractive café. Design team
l Client: Greater Manchester Mental Health NHS Foundation Trust.
l Principal Supply Chain Partner: IHP. l Architect: Gilling Dod Architects. l Structure and Civil Engineer: Curtins. l MEP: Ramboll UK. l Landscape architects: Iteriad. l Sustainability and BREEAM: WSP. l CDM advisors: Skelton Ward. l Ecology: WSP. l Planning Consultants: GL Hearn. l Heritage Consultants: Turley. l Fire Engineers: RPS. l Acousticians: Cundalls. l Transport Consultants: Curtins. l Vertical Transport: Ramboll UK. l Interior designers: Gilling Dod Architects.
l Quantity surveyors: Rider Hunt. l Arts coordinators: Lucentia Design. l Branding consultants: Creative Concern.
Project information
l Project value: £105 m l GIFA: 12,174 m2 (Lower ground floor: 4,986 m2 Upper ground floor: 7,188 m2
).
l Number of beds: 150. l BREEAM target: Excellent (BREEAM 2018 Healthcare).
l Operational carbon target: <175 kg CO2e
l Embodied carbon target: <800 kg CO2e
/m2 /m2 (RIBA Sustainable
Outcomes 2020 Target for non- domestic buildings).
(RIBA Sustainable
Outcomes 2020 Target for non- domestic buildings).
l MMC target: >55% of building value. 26 ;
Interior design and arts strategy Gilling Dod’s Interior Design team has developed a strategy that has simplicity at its heart. This ensures that no elements are over-stimulating, but that the facility’s interior is still warm and calming. Targeted use of bolder colours is evident in busier locations like the café and day spaces, while softer, muted tones are used in spaces that need to create a calmer atmosphere. While COVID has limited the range of materials which can be used due to infection prevention control concerns, the chosen finishes maintain a natural appearance with a variety of textures. The strategy also drew on principles of dementia-friendly and autism-friendly design to ensure inclusivity of provision across the building. The Trust has appointed Lucentia Design to develop the arts strategy, and Creative Concern to work on the branding and naming. The three groups are collaborating in a series of workshops to develop a unified and coherent approach.
Consultations and workshops through COVID The development of this project has run very much in tandem with the COVID pandemic. The project was mid-way through RIBA stage 2 when the first lockdown was announced in the UK. Overnight, the Trust and the design team had to change their way of working to continue to programme. This nimble response enabled the project to engage with all key stakeholders in a meaningful manner while progressing apace. Fortunately, many of the stage 2 face- to-face engagement sessions with staff and service-users on each ward were undertaken just prior to lockdown. Similarly, the visits to the precedent projects were also able to be completed in early 2020. This did help give a good grounding to the development and engagement that was to come. Only a visit to the new Acute Mental Health InPatient Centre in Belfast had to be cancelled.
Design progressed from ‘kitchen tables’ Once lockdown arrived, the design progressed from the teams’ kitchen tables, spare rooms, and garden sheds. The format of consultations took on a new twist. Service-user engagement was undertaken through ‘Teams’ meetings to each of Park House’s wards, where videos and presentations were shown. These were supplemented by workbooks and sample boards delivered to each ward. During and after the Teams calls, the Trust undertook polling on various aspects of the design work to ascertain the group’s preferences. By the later summer of 2020, with an easing of lockdown rules, a series of engagement events with the general public were held. These took on a hybrid format, with some face-to-face presentations held by appointment, with contact tracing, social distancing, and mask wearing throughout. The rest took place in online events, giving the public a chance to learn more about the proposals. Key stakeholder groups such as experts by experience, local councillors, and community groups, were also engaged.
MEP strategy The building is to be serviced by a small energy centre located within a dedicated plant compound to its south. This is co-located with the Facilities Management Department building to enable a centralised hub to manage the running of the physical building. Air-source heat pumps are located here, alongside emergency standby generators, water storage tanks, and the electrical sub- station. Services are distributed along both levels of the main corridor before branching off to each ward. An external maintenance walkway at roof level runs along the central spine of the building. Above each ward there is a walkway within the pitched roof space, which enables servicing and maintenance to take place as much as possible without disrupting wards. Ward bedroom arms are stacked, enabling vertical distribution of services through the en-suite ducts. Gilling Dod has designed an evolved version of
The proposed landscape plan within the site masterplan.
MAY 2022 | THE NETWORK
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