Hannah Lewis Jones: So Xav, you had a good night last night, smashing it out of the park over here.
Xav Roberts: We were lucky enough to pick up two awards, best practice and best projects as well, very pleased.
Fantastic. And you won New Build Project of the Year. It’s quite nice to see one of the smaller, smaller complex projects coming through. The smaller ones don’t get the kudos that the big ones get, but they do take the same amount of work.
XR: Yes, they do, definitely.
Tell us about Hellesdon.
XR: Well, to tell you about Hellesdon, you have to start from quite early on. Around 2019, Norfolk and Suffolk NHS Foundation Trust were very conscious that their existing mental health facilities were deteriorating in quality. The buildings were based on traditional formats, with tired layouts, poor visibility, dark corridors, and bedrooms facing anti-ligature risks. The condition was such that it was starting to attract attention from the local CQC.
The Trust wanted more than a refurbishment. Their goal was to create a genuinely excellent facility that destigmatised mental health, integrated with the wider hospital and community, and provided a high-quality, therapeutic environment. The existing mental health provision was somewhat hidden away on a large hospital site with many other services. Patients were isolated, and the Trust wanted to change that by creating visible, welcoming, and connected spaces for patients, carers, and staff.
To achieve this, the Trust ran several design workshops to define what excellence looked like. They considered everything from food provision, bedroom quality, and ward layouts to outdoor spaces and opportunities for therapeutic physical activity. Importantly, patients, carers, and staff were actively involved in the process rather than simply providing a brief to the design team. Their input shaped the facility from the outset.
How did that evolve over time? You start with your brief, but once you’ve had your stakeholder engagement, we all know it’s a fairly slow process to actually get through that first part.
XR: In this case, the process was relatively quick. The Trust ran ‘design sprints’, which were six to eight week intensive sessions for specific work streams. For example, food provision involved exploring fresh produce, communal cooking with patients and carers as part of therapy, and how that could be implemented. Once outcomes were agreed, they could translate directly into practical requirements for facilities. The same approach applied to outdoor spaces and wards. Decisions were made quickly and locked into the brief.
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 collaborate with clients and consultants to achieve the best outcomes.
And as a mental health lead at MPA, how valuable, how important, is it to get the recognition for projects like this in moving forward and growing and developing mental health projects that are fit for purpose? Where does it take you? Does it open doors?
XR: We hope so. Hellesdon is a strong exemplar case study, demonstrating outcomes that can be adapted by other trusts. It highlights what really matters to patients and staff, beyond refurbishing a ward, and strengthens our presence in the mental health sector.
And what would you say to any mental health trust at the moment — we know everything is driven by funding, the challenges of annual funding. Is the sector going to change until that changes? How do we do this? Where do we start? What would be your first sort of piece of advice or help to get to moving that estate forward?
XR: Listen to the problems. Understand where the estate is failing and the needs of staff and patients. Focus on reducing stigma and providing therapeutic environments. Funding is limited, but identifying the right priorities ensures that design interventions have maximum impact.
Ultimately, it’s about listening to the needs of people. This is not just a building; it’s a service and an experience. If it improves quality of life, then it’s a success.
Has this project been easier than others because you had the space to design outdoor areas that really make an impact?
XR: Yes, the site provided ample space and rural views. The courtyards were designed for reflection, light exercise, herb gardening, and social interaction, while outdoor rooms allowed therapeutic walks and private interactions. Not every site allows this, which makes Hellesdon unique.
And that’s the challenge, isn’t it? All estates are different and have a different demographic that they’re trying to support. Thanks so much for your time today.