By Kris Peach,
Managing Director of Extra Care,
Housing 21

As we surpass the milestone of 10,000 extra care properties, it’d be easy to reflect upon what this means for us as an organisation, as we firmly position ourselves as leaders in the provision of older people’s housing.

Across England, there are now 188 extra care schemes managed by Housing 21, dating back as far as 1977, when our first scheme, Lonsdale Court, opened its doors. However, our journey has never been focused on what it means for us, but entirely about those at the heart of Housing 21 – our residents.

When Housing 21 first established itself as a housing association in 1960, our portfolio was solely comprised of retirement living schemes. Now, as we celebrate our diamond anniversary, we’re proud that over 40% of our portfolio is made up of extra care schemes.

Over the past 18 months, we’ve seen accelerated growth through acquisitions, with almost 2,500 extra care properties acquired from four general needs landlords who recognise our expertise in the provision of safe, quality and affordable homes for older people of modest means.

Our reputation and success are driven by three key principles: quality and compliance, performance, and resident satisfaction, which, at 87%, is above the sector average but below our ambitious target of 95%. We’re proud that 100% of properties meet the Decent Homes Standard and 94% of schemes where we provide inhouse care have CQC ratings of ‘Good’ or ‘Outstanding’.

“We recognise the importance in continuity of care for our residents and do our best to recruit and retain the best people”

These achievements are the result of ongoing investment – in our properties, in our systems and in our people, who, to our residents, are the faces of Housing 21. We recognise the importance in continuity of care for our residents and do our best to recruit and retain the best people to ensure consistent service and retention of knowledge within the organisation.

We know our care workers, who work most closely with residents, are integral to our success. We’re proud to invest in building strong, established teams and this is reflected in our care worker turnover, which at 16.7%, is lower than the sector average of 28%. Unlike other care providers, we’re proud to pay at least 10% above the National Living Wage and offer benefits in line with corporate colleagues, including holiday pay, occupational sick pay and maternity/ paternity pay. Our flagship Extra Care Academy, exclusive to care workers, also offers on-the-job training and recognised qualifications to support them into management roles, positioning care as a viable vocation and career opportunity.

In turn, we also know the value residents place in having a dedicated on-site scheme manager who they know and trust. It’s for this reason that we’re committed to including these employees as part of any acquisition discussion and have a dedicated team of Housing 21 colleagues to offer them tailored support during the first 12 months of their transfer.

This investment in our people has helped to create properties and environments that residents want to live in, whilst easing the demand on adult social care services that support people living in privately owned or rented properties. Extra care also offers alternatives to residents who may otherwise prematurely move into care homes which aren’t suited to their needs and often force couples of differing care needs to separate after a lifetime together.

In North Yorkshire, where Housing 21 manages ten of their 28 extra care schemes, it’s estimated each site saves the local authority approximately £300,000 per year by reducing costs for people who would otherwise need nursing or residential care. But the economic benefits brought about by our schemes don’t end there.

Extra care can also help to relieve pressure on the NHS. Residents who live alone and require care following a stint in hospital can often be discharged sooner when returning to an extra care scheme, where the on-site care workers are available to support with both planned and emergency care.

With the government currently in discussion with the National Planning Policy Framework about approaches to achieving substantial housing growth, extra care offers a viable solution through purpose-built properties that strike the balance between independence and support.

By creating more housing opportunities specifically designed to meet the needs of older people, this will help to attract more people into properties better suited to meet their needs and free-up capacity within general needs housing, helping to deliver better housing solutions for everyone.