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
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
• PFI Project on Stanhope had shown us how well it works with the right
• Looked at how we could procure what we wanted – not what the market
• 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?
• Good space
• Care ready
• Natural light
• Community
• 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
• How are you responding to different demographics and different
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

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