Location Doha, Qatar Client Hamad Medical Corporation Role Architect, Health Planner Year 2020 Value $70m Contact John Clarke Stantec, MAAP and aLL Design have designed the New Psychiatry Hospital at Salwa Road for the Hamad Medical Corporation Mental Health Service. The aging existing facility at the site is unsuited to contemporary models of care. The proposals remodel and extend the existing building transforming the environment for patients, staff and visitors providing a contemporary facilities that align with the aims of the Qatari National Mental Health strategy. Hamad Psychiatry Hospital MAAP is very experienced in designing contemporary, acute Mental Health in-patients services. The team has a clear understanding of the importance of design to create a therapeutic ambience, while, at the same time, recognising the need for security features and, essential, ‘line of sight’ requirements. MAAP have delivered a highly functional, culturally relevant, well-designed facility in a building that was not fit for purpose. Iain Francis Tulley Chief Executive - Mental Health, Hamad Medical Corporation Jacaranda Place ​ Clock View ​ Glenside Health Campus ​ See All › Related Projects The mental health units focus on the privacy, dignity and safety of the service user. All environments, from bedrooms to activity rooms and gardens, can be seen as part of a ‘therapeutic pathway’. The building is organised on a traditional model around courtyards creating micro-climates, supported by projecting garden terraces, screens and high level shading. The primary circulation and living zones are internal day-lit spaces open-planned around courtyards to promote a sense of outdoor living and living in touch with the environment.

Shuang Wu ​ Qualifications Associations ​ Selected Work See More ›

Wade Sutton ​ Qualifications Associations ​ Selected Work See More ›

10 January 2020 The Missing Middle “Mental illness is more ubiquitous than cancer. How can we help the ‘missing middle’? People with mental illness struggle to find the quality of care they deserve. But there’s hope and a pathway for progress.” - Prof. Patrick McGorry MAAP were commissioned by Victorian Health and Human Services Building Authority (VHHSBA) to provide analysis, mapping, and learnings from case studies into the planning and development of mental health facilities in Victoria and to inform VHHSBA of opportunities for improvement in their current service model. The investigation of these inquiries originates from a workshop held as VHHSBA on th 21st August 2019 to explore ideas for the provision and location of new infrastructure an subsequent discussion based on a review of initial findings. Despite the policy of de-institutionalisation, which became a primary aspiration in Europe and North America in the 1970s and 1980s, and by Australia during 1990s and early 2000s, the move to provide community based services, the transfer of the majority of inpatient beds to mainstream (somatic) hospital sites has simply re-created the institution in another setting. Furthermore, as new facilities have been progressively added to extant hospital estates they have taken up valuable space which would have been more productively utilised for hospital expansion and replacement. The preference for single storey mental health facilities which eventually became “policy” in 2000s and the enhanced space standards that increased the size of the footprint required has resulted in significant parts of a hospital campus being compromised by a service which could be argued is better located elsewhere i.e. closer to the population it serves (“right place, right time”) or in a location at the edge of a hospital campus facing the community it serves. One of the reasons given for “mainstreaming” was that it de-stigmatised mental health services by putting them on a general somatic hospital campus and presumably “normalising” them in a medical/clinical setting. A different philosophy suggested in the early days of de-institutionalisation was that by locating mental health services visibly in a normal street or suburb connected them with their community and could be identified as an important investment in their health. De-stigmatisation by familiarity. Furthermore by sharing part of the new investment with the local population by inviting them to access and use the facilities for community activities this would help them break down the barriers and provide a context for better education. Thirty years ago this may have been a stretch too far but in 2020 perhaps the time is right for another try? A number of MAAP projects have included activity centres that provide out of hours access for the surrounding community and encourage participation in the running or the maintenance of the facilities. Caretaking, gardening, organising events with other institutions such as schools or sports clubs. Read the full report here. The Well Placed Hospital Acute Health The Missing Middle Mental Health See All › Related Knowledge

Hilary Spiers Studio Manager Qualifications BSc(Arch) BArch(Hons) Australian Institute of Architects Registrations NSW 6201 Associations Hilary joined MAAP in 2022 as the Studio Manager. Hilary is a registered architect with over 25 years’ experience in architectural practice and studio leadership. Hilary manages the financial, HR, project resourcing, business, and strategic development for the practice. Prior to joining MAAP, Hilary led the Sydney Studio for a global architectural practice where she was responsible for all aspects of strategic and operational management. This was combined with managing projects across the Workplace, Community and Education sectors for the studio. Hilary has a strong understanding of managing client expectations within the complexities required to deliver well designed, sustainable and functional projects. Selected Work See More ›

Location Westmead NSW, Australia Client NSW Health Infrastructure | Western Sydney Local Health District Role Architect, Masterplanner Year 2014 Value $1b Contact Mungo Smith The Westmead Hospital Precinct Masterplan by MAAP is intended to inform strategic decision-making on the future of Australia’s largest and most intensively used concentration of health assets. After four decades of piecemeal redevelopment, the original hospital structure has exhausted its surplus capacity. The 2014 Masterplan sought to extend the hospital’s life for another forty years by identifying opportunities for short and long term expansion for the four co-located precinct hospitals and potential for the consolidation of infrastructure with flexibility for unpredictable changes in models of care, technology, and patient profiles over coming decades. Westmead Health Precinct ​ ​ ​ Shoalhaven Hospital Multi-Deck Carpark ​ The Prince Charles Hospital ​ Glenside Health Campus ​ See All › Related Projects The vision involves rerouting the major diagonal artery through the site to establish a flexible orthogonal block structure that reduces wasted space and creates a logic for way-finding. It maximises development capacity, freeing up land at strategic locations for academic partners and complementary development to reinforce the site's growth as a major academic health science centre. The precinct already provides more than 400,000 sqm of clinical, research and academic facilities. The masterplan demonstrates capacity to more than double in the next two decades and support the creation of 25,000 new jobs. Anticipated uses include bio-medical, residential accommodation and commercial and retail together with new specialist research and academic facilities.

Location ​ Client Laing O’Rourke / Northumberland, Tyne and Wear NHS Foundation Trust Role ​ Year 2009 Value £0.4m Contact ​ ​ Dene Ward, Cherry Knowle Hospital ​ ​ ​ Jacaranda Place ​ Clock View ​ Glenside Health Campus ​ See All › Related Projects ​

Location ​ Client South West London & St George’s Mental Health NHS Trust Role ​ Year 2011 Value Not disclosed Contact ​ ​ Springfield Hospital Masterplan ​ ​ ​ Jacaranda Place ​ Clock View ​ Glenside Health Campus ​ See All › Related Projects ​

Location Monkwearmouth, Sunderland, UK Client Northumberland, Tyne & Wear NHS Foundation Trust Role Architect, Masterplanner, Health Planner, Interior Designer, Landscape Architect Year 2013 Value £9m Contact Mungo Smith MAAP were commissioned to design a new purpose built dementia care centre at Monkwearmouth Hospital in Sunderland that would form part of a dedicated dementia care campus. The project provides two single-sex assessment and treatment wards called Roker and Mowbray, (making reference to the local landmarks), each containing 10 en-suite bedrooms, with an additional 4 rooms accommodated centrally between these wards, known as a ‘swing-zone’. A range of additional shared accommodation for patients, staff and visitors provides a ‘front-of-house’ component. The design of the facility aims to encapsulate the latest findings in dementia-related research. Consultation was undertaken with Stirling University Dementia Services Development Centre (DSDC) which facilitates world-leading consultancy and research into dementia care and the project was awarded gold standard certification in 2013. Roker and Mowbray Dementia Care Centre This unit has achieved truly remarkable levels of dementia friendliness within the constraints of normal NHS mental health requirements. It is without doubt one of the best NHS efforts at dementia friendly design that we have seen. There are a host of little details that all add up to creating a genuinely dementia friendly environment. Emeritus Professor Mary Marshall Director, Dementia Services Development Centre, University of Sterling Jacaranda Place ​ Clock View ​ Glenside Health Campus ​ See All › Related Projects The internal layout is critically important for the success of the project and ward plans have been kept as wide and spacious as possible. This allows staff to effectively observe and engage patients and maximises space for the patient group. The design provides adaptable, open-plan living spaces linked with more intimate, cosy areas for activities and privacy. Each ward is planned around a landscaped courtyard giving patients direct and free access to safe and secure gardens. Awards 2013 Gold Standard Design Audit Certification University Stirling Dementia Services Development Centre

Location Kidderminster, UK Client Worcestershire Acute Hospital NHS Trust | Durrow Management Role Architect, Health Planner, Interior Designer, Landscape Architect Year 2004 Value £20m Contact Mungo Smith The Treatment Centre has been developed through the adaptive re-use of an existing hospital to form an essential element of a national and local strategy to deliver high quality modern healthcare. It provides a ‘walk in, walk out’ service that includes a one-stop clinic, primary care centre, local minor injury centre, renal dialysis and a rehabilitation service. The award-winning design is an exemplar for NHS modernisation and only the second operational ambulatory care centre of its kind in the UK. Kidderminster Treatment Centre ​ ​ ​ Shoalhaven Hospital Multi-Deck Carpark ​ The Prince Charles Hospital ​ Surgical, Treatment and Rehabilitation Service (STARS) ​ See All › Related Projects From the layout to the way staff interacts with the building users, the Centre marks a significant departure from traditional NHS ways of thinking and working. The design is focused on improving the patient experience by delivering civic environments that are easier to navigate and a more vibrant and attractive place to work and visit. The central atrium space is both vital to both the social function of the centre and fundamental to wayfinding through a vertically layered building. Drawing on evidence-based research, all in-patient beds are provided in single ensuite bedrooms which have been demonstrated to improve patient recovery and reduced cross infection. Interior design and selection of signage and materials reflect the centre’s local identity rather than National Health Service standards. The renewed environment facilitates the reinvention of staff culture which is pivotal to the success of this new model for patient-centred healthcare. Awards 2004 Best Designed Hospital Building Better Healthcare Awards 2004 Highly Commended Building Better Healthcare Awards

19 January 2022 The Well Placed Hospital We want to move future acute hospitals back into their town centres, make them smaller, (much) more convivial and better integrated with civic life and the other elements of health and social care. The migration of the hospital from the town centre to a large self-contained campus hospital under one roof on the edge of town may have made sense in the planning frameworks of the last century, but that period may now be over? The hospital will usually be the largest or second largest employer in the locality and often the largest single revenue budget. It leaves a large carbon footprint and provokes a large number of car journeys. The economic power of the hospital does not invigorate the local economy as much as it could. The NHS tradition has been for major national supply contracts which shut out smaller local providers. The peripheralisation of the hospital has had other unintended consequences. It has allowed the gap between health and social care to widen (both figuratively and in actual distance.) It has also driven up the fixed costs of hospital care – the NHS builds its own roads, car parks, shops, etc., which already exist in the town. There is a large and growing backlog of maintenance costs for the NHS estate. Major capital investment is now planned. Rather than double down on sprawling out of town general hospital sites, we see an opportunity for English towns to use this investment as the foundation for bringing the hospital back into the centre of civic life. Move it and change it. Good for hospital, good for town. This submission considers hospital estates across England and leads to a worked example for a different local acute hospital set in a very different context. Three interlocking ideas set this context and sit under the simple assertion that if the Local Authority and NHS combine their capital investments and the operational management of their assets, then greater social gain is achieved and better value for money. The three ideas are: Bring the hospital back from the edge of town to the town centre. Tackle the interface between acute hospital and social care head-on by restructuring both. Blur the dividing lines between different categories of health and social care staff. Read the full report here. The Well Placed Hospital Acute Health The Missing Middle Mental Health See All › Related Knowledge

Location ​ Client Northumberland, Tyne and Wear NHS Foundation Trust Role ​ Year 2007 Value £1.1m Contact ​ ​ Bede Wing, South Tyneside Hospital ​ ​ ​ Jacaranda Place ​ Clock View ​ Glenside Health Campus ​ See All › Related Projects ​