Transcript Communications & Corporate Marketing

All roads lead to…..Warwickshire’s extra care
housing
The challenge of developing extra care at a large scale
Tim Willis, Extra Care Housing Programme Lead, Warwickshire
County Council,
Sarah Vallelly, Intelligence Manager, Housing 21 &
Julia Godwin, Development Programme Manager, Housing 21
Overview
• Introduction: Warwickshire & extra care (Tim)
– Local profile
– The extra care programme
• Challenges and critical success factors (Tim / Sarah)
– From ‘niche market’ to mainstream
• The development challenges (Julia)
– Engaging local communities
– Overcoming the “bumps in the road”
– Partnership working and contractors
• Service models and harnessing innovation (Sarah)
• Conclusion and discussion
– so what is ‘special’ about Warwickshire?
About Warwickshire (Tim)
• 5 Boroughs and Districts
- North Warwickshire
- Nuneaton and Bedworth
- Rugby
- Warwick
- Stratford-on-Avon
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12 major towns
Home to 550,000 people
104,300 65+ in 2012
Expected to rise to 126,700 by 2020
Warwickshire Extra Care programme
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Programme launched July 2007
Initial focus on all 22 care homes owned by County Council
Now a ‘whole market’ approach
25% ‘rental’ to meet needs of WCC customers
Providing ‘hub and spoke’ services to meet local needs
Enabling people to remain in their own homes
Single tenders
Independent sector opportunities
Retirement Villages
Maximising opportunities, e.g. via S106
Framework Partnership – inc. Housing 21
Warwickshire Extra Care programme –
Phase 1 (2007 – present)
• Overall need for approx. 4,500 units, inc. 25% rental
• 550 (50%) as a direct alternative to residential care
• Summary of current position (mixed tenures):
- Operating schemes (4 inc. 1 x LD):
Total units = 161
- Under Construction (7 inc. 2 x LD):
Total units = 437
- Planning Consent in place (4 inc. 1 x LD) :
Total units = 298
- Pipeline schemes (potential/actual) (11 inc. 9 x LD/PD/MH)
Total units = 352
• Overall Total = 1248
• Phase 2: 2014 – 2020
– increased level of need to 6,000
The challenges
• Tenure and dependency mix
– Is a balanced community possible to maintain?
– What works financially?
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Workforce challenges – care staff recruitment and retention
Care commissioning pressures
Removal of Supporting People
Two tier authority
– Nominations from districts
• Mixed messages and marketing
– Clarity of offer: who is extra care housing for?
– Engaging local community
• Funding pressures on use of space
– Smarter use of communal space
The Development Challenges
• 6- sites spread out across the County in 4 Districts
• 370 units over 3-5 years
• Partnering contractor- Willmott Dixon
• Legal framework and tender submission
• £43 million , mixed for tenures- high degree of sales
• HCA grant and delivery timescales
• Commissioning of associated
services
• Rohan Gardens, Warwick
The Development Challenges
• Engaging local communities and local politicians
– ‘What is extra care?- seeing is believing
• Trust with partners- nominations process
• Organisational changes
• Technical site issues- Highways, archaeology, legal covenants,
flooding and environmental issues and demolition, asbestos
Development challenges
• Partnering contractor- elongated programme, continuity of staff
team- increasing costs and value engineering
• Risk sharing with all partners!
• Innovative solutions and funding options
• Effective communication and spirit to find the way forward.
Critical success factors in Warwickshire
• Genuine partnership and will to make it work
– Open and transparent communication at all stages
– Risk sharing with all partners involved
• Commitment to overcome problems together
• Integrated care and housing
• Balanced communities
– Tenure mix
– Dependency mix
– Homes for people with local connection
Critical Success Factors
• Early identification of potential residents
• Focusing on local people – not looking to add to the cost of care
• Transparent and accurate information on ‘what's on offer’
• Clear about costs - who contributes
to what and why
•Shared messages and ease of
process – joint working
• Extra Care is not suitable for
everyone – difficult decisions
Critical Success Factors
•Built environment and service model must
BOTH be right
•Prevention and reablement outcomes
don’t just happen by accident
•24-hour staffing model is critical
• Move-in support is essential –
orientation to a new home, new
community and new opportunities.
•Don’t assume anything – extra care
changes peoples’ perception and
reality of what they can achieve.
Critical Success Factors
• Failure to invest in the service model = failure to achieve
required outcomes
• Failure to invest in early days = missed opportunities for
peer support and promoting independence
• Success looks expensive but ultimately costs less – invest
in people and they are more independent with lower lifelong
care costs.
Easier said than done?
Sustainable Service Models
• Sustainable care services… might
look radically different but perform
better
• More people will be asked to
contribute to the cost of the core
service – ‘topping up’ or ‘full funding’ –
income maximisation is key.
• This drives more on-site
accountability and resonance to
community need.
• Providers must step up and become
(in)formal brokers to other services
and develop small change
assessment capabilities.
What makes it work
Getting the balance
right
-Optimum
dependency mix
-Tenure mix
-Robust sales
programme
-Integrated
housing and care
service
How can this be sustained in future?
Warwickshire Model
• Early agreement that the service
model must be fit for for purpose
• Shared cost of care between Local
Authority and Residents
• Affordable for residents
• Clarity on roles/ responsibilities and
service offer
• Compulsory core support charge
• No reduction in choice for planned
and private care
• Quality monitoring to Warwickshire
County Council – no loss of
accountability.