Transcript OXFORDSHIRE NEEDS MAPPING SUMMER 2002

Institute of Public Care
Trafford MBC
The Partington
Experience
Checking the options
for developing Extra Care – build new or remodel?
Louise Cumberland: Trafford MBC
Pippa Stilwell: Institute of Public Care
The Partington Experience
1. Challenges
 Imperative to include and involve local people and
their representatives in generating ideas and
decision making
 Politicians represent local wish to conserve existing
resources for older people
 But - Inadequate buildings – residential care doesn’t
meet standards but great demand for places
 Sheltered scheme offers bedsit accommodation:
mostly empty: ceased letting: only 8 tenants
 Perception that this was home for tenants and
residents
The Partington Experience
2. Opportunities
 Local context – what else is happening in
Partington? Isolated geography, deprivation indices
 Partington is the only area in Trafford that has
attracted regeneration investment.
 Opportunity to enhance and increase the quality and
quantity of services in Partington
 Strategic recognition that older people’s services no
longer meet local needs and aspirations
 Extra Care opportunities – for older people and to
wider community, employment and business
potential
The Partington Experience
3. Ideas
 The scheme itself offers business opportunities for
local shopkeepers, hairdressers, restaurant
 Involving CHOICES – local employment initiative
based in Health Living Centre works to identify local
people who want to train to become carers.
 Expanding the voluntary sector in Partington,
especially Age Concern Trafford, Partington and
Carrington Community Transport (PACT) and
Trafford Care and Repair.
 Offering better quality day care and home care
opportunities based around the Extra Care scheme –
better opportunities for the community through the
provision of EC.
 Intermediate care delivered through provision of a
training kitchen
The thinking behind the
checklist
 Need for rationale to balance immediate needs and
wishes of residents and local people with current
and future opportunities for community regeneration
 Need to consider building potential – need for
checklist to focus on all the issues relevant to
decisions around bricks and mortar, including local
and strategic overview, potential offered by
regeneration and Extra care opportunities, Extra
Care as a concept that includes and goes beyond
the build environment.
Developing the checklist: key issues
 Important not to fudge decision making – have you
really considered everything? The checklist is
designed to tease out hidden issues and to give
clarity.
 Do you know enough about Extra Care to facilitate
the development of a flagship scheme in your area?
 Are you burdened with lots of baggage – for
example, offloading unpopular buildings in
unsuitable areas, unworkable community dynamics
– which doom your project to failure before you
start? What can you change?
 Will users like what you do enough to want to live
there?
The checklist
 Aims to make commissioners and housing providers
think hard about all the issues involved in decision
making
 Offers a schematic way of examining the options
 Is not a questionnaire
 Does not give an arithmetic score at the end: does
give the opportunity for setting out the main issues.
Overriding constraints
 Does the scheme fit with strategic priorities – eg at
regional level, Supporting People priorities, Local Delivery
Plans, or Social Services older people’s strategies?
 Is the site too far from goods and services, transport links
etc? Is too steep? Are older people already choosing not
to live there?
 Is the site in an area where people feel at risk of crime and
anti-social behaviour?
 Is the existing building too small both to meet standards
and deliver enough units?
Overriding constraints: contd
 Will the building cost too much to build and
maintain?
 Will the target population be unable to afford rents,
care and support costs and /or equity stakes?
 Do local health and care providers have the will and
the capacity to support the scheme?
Five options
 Refurbish an ordinary sheltered housing scheme
(internal, not structural change).
 Remodel an ordinary sheltered housing scheme
(major change to existing scheme: could involve
enlarging bedsits, widening corridors, building new
community/leisure amenities
 Demolish and build new on the same site.
 Demolish and build new on a different site.
 Undertake more preparatory work
 Consider other ways of delivering housing with
support
Three sections
 Consultation and planning
 Building /design standards
 Funding, costs and income
Expanding the checklist
Does the checklist cover all the likely issues? For
example:
 Will it tease out the main issues if one proposal
masks lots of different agendas?
 Will it make it easier to balance all the costs and
benefits of a particular proposal?
 Is decision-making properly informed by user and
stakeholder views?
 Does it reflect best practice in design and service
delivery?
What have we missed?
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Have we allowed for everything? Principles of:
Knowing what will never work.
Listening to local older people and other
stakeholders.
Knowing what Extra Care is, and what constitutes
best practice in all its aspects.
Building all the costs and constraints in the model.
Strategic fit of proposals, linking with approved
programmes of potential funders. Regeneration,
Neighbourhood renewal.
Links with partner agencies.
Further reading
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General
Building /Design standards
Assistive Technology
Remodel versus refurbish
Appraisal
Models of Extra Care