Our architecture responds to the aims and ambitions of our clients – the design process is collaborative by definition. Good buildings always come from good clients with vision and determination. In many of our best projects we started before the design process began – collaborating with our client and the design team to develop the brief and functional content and set the budget and the programme.
In complex projects there are many voices to be heard -end users, commissioners, stakeholders, patients and members of the wider community. Their participation is essential. If their key messages are to be articulated, understood and incorporated this process must be carefully organised. We are skilled at listening and responding to make sure that their input informs and enriches the design rather creating a building that was obviously ‘designed by committee’.
At the end of a final presentation on an au$600 million PPP project in Australia we listed everyone who had worked on the bid and as the credits rolled there were over 250 names on the screen from 18 separate companies. This level of design team collaboration is increasingly common and John Cooper has led the design team on eight similar bids, winning five.
Our entire team are experienced health care designers, so that we can master plan and design very large and complex buildings – projects which are normally undertaken by similar sized health teams within much larger companies. We collaborate with other architectural practices on projects over £50 million to gain the weight required for the detailed design and production stages. This gives us the scope to work on several projects at the same time and offers clients our specialist expertise and the assurance of scale from our partners. We enjoy these joint ventures and the wider perspective they bring.