The Brook: Transforming specialist care through co‑designed, trauma‑informed environments
Enhancing regional capacity through a modern, inclusive facility.
We have enjoyed working with Archus colleagues on this over the last two years – your support, expertise and professional, methodical approach has been a real asset. From the earliest stages of planning through to the final delivery, the team worked hand-in-hand with our clinicians, estates professionals and people with lived experience to co-produce a facility that not only meets clinical standards but also fosters a sense of safety, autonomy and respect. The Brook will soon be making a meaningful difference to the lives of those it was built to support, and we’re proud of what we’ve achieved together.
Sonja Manton, Director of Strategy and Partnerships
The impact
The Brook has delivered measurable improvements in patient experience and system capacity. Since opening, the unit has helped reduce out-of-area placements, enabling people to receive care closer to home and easing pressure on regional services. Feedback from families and staff indicates a marked improvement in safety and wellbeing, with the environment supporting autonomy and recovery rather than restriction.
Operational readiness planning paid off: staff reported feeling confident and prepared during mobilisation, and early occupancy data shows smooth transitions for patients. The project also strengthened collaboration across NHS England, Integrated Care Boards, and local stakeholders, creating a governance model that can be replicated for future specialist facilities.
Beyond immediate benefits, The Brook sets a precedent for inclusive design in mental health and learning disability services. Its success demonstrates that co-production and trauma-informed principles can be embedded without compromising clinical standards or delivery timelines. The Brook now serves as an exemplar for regional transformation initiatives, influencing programmes such as the South West Provider Collaborative and NHS England’s Quality Transformation Programme.
The challenge
L secured £40.5M to develop a two-centre regional facility for people with learning disabilities and/or autistic people, to cover community transformation and the delivery of increased acute inpatient services.
Existing facilities were unsuitable, creating regional bed shortages and increasing pressure to deliver at pace. The design needed to balance complex clinical requirements, such as safeguarding against seclusion, with a therapeutic, non-institutional environment. The new units also needed to be in line with the culture of care standards and aligning with the MHLDA Quality Transformation Programme.
Devon Partnership NHS Trust was selected as the provider to meet the demand for patients in the South of the region and a new purpose-built facility, now known as The Brook, was built on part of the existing Langdon Hospital in Dawlish.
Our approach
Archus acted as Project Director, leading delivery from concept to completion.
Our approach focused on:
User-centred design
- The design was co-created with Experts by Experience, carers, and clinicians to ensure the environment reflected the voices and needs of those it serves. The unit features three distinct patient zones (Hazel, Oak, Willow) and a sensory-informed, trauma-aware layout that promotes autonomy and recovery.
Strong governance and stakeholder engagement
We implemented a robust governance framework and worked closely with Devon Partnership NHS Trust, NHS England, and Integrated Care Boards to manage risks, approvals, and funding challenges.
Operational readiness and workforce planning
Coordinated training and simulation sessions ahead of opening, ensuring staff were prepared for safe patient transfers and service launch.
The impact
The Brook has delivered measurable improvements in patient experience and system capacity. Since opening, the unit has helped reduce out-of-area placements, enabling people to receive care closer to home and easing pressure on regional services. Feedback from families and staff indicates a marked improvement in safety and wellbeing, with the environment supporting autonomy and recovery rather than restriction.
Operational readiness planning paid off: staff reported feeling confident and prepared during mobilisation, and early occupancy data shows smooth transitions for patients. The project also strengthened collaboration across NHS England, Integrated Care Boards, and local stakeholders, creating a governance model that can be replicated for future specialist facilities.
Beyond immediate benefits, The Brook sets a precedent for inclusive design in mental health and learning disability services. Its success demonstrates that co-production and trauma-informed principles can be embedded without compromising clinical standards or delivery timelines. The Brook now serves as an exemplar for regional transformation initiatives, influencing programmes such as the South West Provider Collaborative and NHS England’s Quality Transformation Programme.
Lessons learned
1. Robust governance supports clear, timely decisions
Strong governance from the outset ensured early risk visibility, consistent approvals, and alignment across NHSE, DPT and ICB partners. This provided a clear audit trail and a replicable delivery model.
2. Consistent clinical involvement protects design integrity
Ongoing input from core clinical leads kept the trauma‑informed vision intact, reduced rework, and ensured patient pathways and safety needs shaped every design stage.
3. Structured operational readiness builds confidence and reduces risk
A well‑planned readiness programme that includes training, simulations and system testing helped staff feel prepared for go‑live and supported smooth, safe patient transitions.
From day one, we committed to genuine codesign, listening and acting on the insights of people with lived experience, carers and clinicians. That collaboration shaped every decision, from operational flows to sensory cues, so The Brook balances clinical safety with dignity and autonomy. I’m incredibly proud of what this partnership delivered, and I hope it stands as a tangible example of how coproduction improves both experience and outcomes.
Beverley Letherby, Partner and Regional Director
