To follow through on the Step model of care I envisage satellite housing within the broader Pukekohe
community for independent users who can live independently but still have the support and access within walking distance of the main complex. My hope is that this project will be an inspiration for future
integration of our mentally ill within their community and the community at large.
99 This project proposes a Community Based Acute
Behavioural Treatment Unit (24-hour care) and Residential Units (live-in staff) integrated with a Wellness Centre. Their aims and objectives are fused together to create an holistic and co-dependent scheme. I therefore began n an inclusive programme selection, incorporating the required and desired functions for all users of the facilities based on information from my research.
3.1.1 Program selection
First, I considered the relationship between the larger elements:
• the site.
• the urban setting.
• the mental health community and the ‘families’ it will serve.
• the greater community it will serve and integrate with.
Then I created a programme list to ensure that all necessary components of each of the above elements would be considered from onset of the design process. This programme list draws from my own experience in the health and wellness industries and research of precedents.
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Residential housing Acute setting Viewing tower Wellness Centre
Private areas Private areas Cultural Spaces Clinical spaces
Bedrooms: single/double Bedrooms with ensuites, variety of sizes Traditional healing Examination room
Bathrooms Contemplative spaces internal and external Meditation Medication cupboard/room
Contemplative spaces Private outdoor spaces Ceremonial - Chapel Waiting areas
Private outdoor spaces Spaces shared acute with Wellness Centre
Private entrance Clinical Spaces Support spaces Communal areas of Wellness Centre
Clinical Staff Nurses’ station Garbage/ waste holding room Swimming Pool
Staff office and quarters Medication cupboard/room Storage Theatre with control room and storage
Computer/medical records area Mechanical and electrical Cafeteria (supplies meals to acute area)
Therapeutic areas Small and large meeting rooms IT server/telephone room Gymnasium
Occupational therapy space Conference room Housekeeping rooms Day-care
Computer room Secure private entrance/interview Grounds and maintenance Music/ dance studios and recording rooms
Whanau room Psychologists’ office Administrative support Hangout area
Library/reading room Social workers’ office Reception with intake interview areas Gallery - display residents’ art work Psychiatrists’ office General waiting areas including child area Music/drama /visual arts rooms
Common Areas Restroom and shower Scooter/stroller parking Changing rooms and showers
Dining Timeout space for staff internal and external Public washrooms Overall administrative areas
Kitchen / pantry Occupational therapy spaces Main entrance and lobby Director’s office
Lounge: active & quiet areas Place for Maori rubbing stone and hand washing Assistant Director’s office
Storage Common Areas Multipurpose rooms shared by all facility Secretarial area
Laundry Dinning Group room up to 30 people Reception area
Courtyards/open space Kitchenette Single group 8-10 people Events coordinator
Vege/herb/therapeutic gardens Lounge Multi group 11 - 20 Computer manager
Visitors’ toilet Courtyard with garden and shelters Storage for multi-purpose Breakroom
Reception and waiting area Vege/herb /therapeutic gardens Refreshment station Restroom and shower
Parking Rubbish and recycling Computer/ copier/ printer room
Rubbish & recycling Parking Small conference room
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3.1.2 Major differences
This programme differs from those of existing Community Based Acute Behavioural Treatment Units (24-hour care), in that it is incorporated both functionally and physically with a Wellness Centre built around a swimming pool and adjacent Residential Units (live-in staff). The emphasis is on ‘family,’ not just the individual and their journey, whether it be improving wellness or mental ‘recovery’ through shared spaces and integration.
By offering a variety of bedroom sizes and whanau accommodation the possibility of healing as a family is real. The complex therefore creates an opportunity for improving the social health of the community and helps break the trend of isolation and dysfunctional families and the community at large. Having medical and allied health practitioners at the Wellness Centre means that not only the users of the mental health facilities are cared for but all members.
The idea of sharing facilities and infrastructure creates jobs for the community and maximises use of space thus reducing the carbon footprint. Visitors of acute and residential users can enjoy the facility with them and hopefully this may encourage them to join and participate in the wellness programme. The cafeteria doubles as a provider of meals for the acute ward and a hangout area for residents, members and guests.
The facility provides a wonderful opportunity for social medicine to learn more about the community by observing and monitoring all members and users. An events coordinator will be needed to coordinate maximal usage of space and flow for events to decrease stress.
3.1.3 Priority grouping
Arriving at 90 elements of programme, I questioned if the programme scope was too excessive. I decided to arrange the programme elements into three sub-groups, with circulation being the connecting element. This did not alter the programme list but it did enable me to make the decision to focus on the residential and acute requirements in more detail and the connecting circulation between the three groups. The Wellness Centre incorporates the structural elements of the existing Filter house and Changing rooms into the plan and is developed enough to inform circulation.
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3.1.4 Relationship grouping
Irrespective of exact sizing and site location, the optimal relationship within each grouping was explored referencing existing programmes of precedents analysed in this paper.
Figure 107: Circulation and threshold diagram