Transcript Document
How Can Local Authorities Approach the Delivery of Extra Care Housing? Richard Robinson Housing Services The Ashford Experience Background – Some Statistics • • • • 325% - estimated increase in care costs by 2041 if nothing changes 1 £12,206 pp pa saving by keeping someone out of hospital 2 £28,080 pa – saving by delaying am move to residential care 2 37% of UK homes under-occupied: ½ of which are lived in by people between 50 and 69 • £140bn a year spent on older people: 6% social care, 35% health and 59% welfare benefits 3 • 400,000 people in residential care; 60% of these are state supported 4 1 – Lifetime Homes Lifetime Neighbourhoods DCLG 2008 2 – PSSRU – University of Kent 3 – Fit for Living Network HACT 4 - DoH Housing Services Where We Were • Poor offer and poor choice • 2008 – recession; suspend investment decisions • Lifetime Homes, Lifetime Neighbourhoods Report • 2009/10 HAPPI Commission & Report • 2010-12 HRA Reform • The stars were beginning to line up (but we didn’t just stargaze!) Housing Services Opportunity Knocks • Members - on board straight away • Feasibility study on existing stock • ‘Worst first’ or is there a better opportunity? • Farrow Court – land! • Existing day centre and recuperative care facility – what else could we do? • Government funding: AHP; CASSH; HRA reform as an opportunity • Partners • Broaden horizons Housing Services What Did We Want? • We knew what we had was not good enough • • • • • • Bedsits Poor space standards / impeded mobility and care Poor natural light Limited communal facilities Not part of a community Overall - a poor offer and limited choice • HAPPI opened our eyes Housing Services Procurement • PFI Project on Stanhope had shown us how well it works with the right contractor • Looked at how we could procure what we wanted – not what the market dictated • Used a locally based RP’s Procurement Framework • Research – get architects who understand your aims; look at what others have built • We got the contractor we wanted – who could deliver on quality, price, local supply chain and labour…… • and a skills academy! Housing Services What Will the Service Model Look Like? • Complicated • Recuperative care facility • Day centre • LD accommodation • Extensive communal facilities • ‘Health Hub’ • We’ve had to work at it, and shape it • With partners • By agreement, by pressure, by concessions • By adapting • By recognising we will need to adapt still more for 10, 20, 30 years time • Longevity • Dementia • End of life care • Choice Housing Services What will we deliver? • How would we define it? I don’t know • Extra care? • Flexi care? • Care ready? • Dementia-friendly? • All of these (and more) • The service needs to be flexible and to evolve over time – don’t get hung up on descriptions – they will expire in time anyway • The complex nature of working with other service providers • Ensure your staff are on board and willing to rise to the challenge too Housing Services What Will It Look Like? HAPPI • Good space • Care ready • Natural light • Community facilities • Balconies / outdoor space • Technology • Efficient Housing Services Where Next? • We have other sheltered schemes that need improving • We’re not necessarily setting about these on a ‘worst first’ basis either • Are there other opportunities that could influence the running order? • Some schemes can be improved in a less radical way • Think about the broader benefits of a better sheltered offer • Consider this in broader context - what you could do in your enabling role to bring better sheltered provision to you borough: different provisions, tenure types • How are you responding to different demographics and different aspirations? Housing Services What Have We Learnt • Look up and around you • Research • Consider the health and wellbeing agenda • Win the hearts and minds you need to • Be bold – be willing to approach an entire project differently: procurement, planning, project partners, look for the broader outcomes. • Seize the opportunities Housing Services