Master Plan Quality Care and Lifestyle for Older People - Accelerate25
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Master Plan
Quality Care
and Lifestyle
for Older People
1
Contents
Welcome 4 Knowledge Benefits 29 Intergenerational Connection and
Executive Summary 7 How will we Know we are Successful? 30 Cultural Inclusion 52
Horowhenua - Future Scape 7 Information and Communication 54
Project Lift - Grasping the Opportunity 8 PART THREE
Why Horowhenua is a Great Place to Innovate Strategic Context 32 PART FIVE
for Older People 9 The Response - Co-Designing our Future 57
Why Levin/Taitoko and the Horowhenua District 32
Re-Imagining Horowhenua with Co-Design Labs 10 Customer-Centric Design 57
A Commitment to Helping Older People Thrive in
The Next Steps 10 the Horowhenua 32 The Co-Design process 58
The Budget 11 Horowhenua 2040 Strategy 32 Potential Co-Design Approaches 58
The Benefits 12 Community Wellbeing Strategy 33 The Co-Design Lab 59
Project Lift Outcomes Model 14 Positive Ageing Action Plan 2016-2019 33 Preferred Option(s) 60
Project
Age-Friendly Communities 34 Criteria for Assessing Solutions Produced by the
PART ONE Exisiting Investment and Development Co-Design Lab 62
Background 17 Opportunities 34 Executing Solutions 64
Lift will
The Genesis - The Manawatu-Whanganui Horowhenua’s Social Infrastructure 35 Expected Benefits of a Co-Design Process 64
Regional Growth Study Opportunities Report 17 An Older than Average Population 35 Project Scope, Time-Frames and Deliverables 66
Further Development - Developing the Quality Care Size and Scale 36 Evaluating Project Lift 73
and Lifestyle for Older People Opportunity 18
put older
Natural and Cultural Assets to Attract People Request for Proposals - Criteria for Selecting
Confirming the Way Forward - Accelerate>25: and Support Wellbeing 36 Co-Design Providers 73
Manawatu-Whanganui Regional Economic
Labour and Manufacturing Expertise 36 Required Capabilities 74
Action Plan 18
people
Readiness to Innovate 36 Governance 74
Te Pae Tawhiti 19
Accessibility to Expertise and Markets 36 Budgetary Requirements 76
Project Vision 20
Managing Risk and Benefits 78
Project Mission 20
at the
PART FOUR
Current State | Future State 38 APPENDICES
PART TWO
An Overview of the Current State 38 Ageing Strategies 85
Project Overview 21
centre of
An Overview of the Future State 40 Stakeholder Engagement with Project Lift 87
Our Framework - Learning from Local and
The Seven Project Areas - What we have now and
International Strategies for Ageing 22
what we want to see 41
Success and Benefits - Outcomes Model 24
innovation
Housing and Shelter 41
Early Returns 26
Sustenance and Nutrition 44
Medium to Longer-Term Benefits 26
Mobility and Accessibility 46
Benefits for Older People 26
Health and Wellbeing 48
Community Benefits 26
Personal and Social Growth and Fulfilment 50
Economic Benefits 28
2 3
Welcome
We are pleased to introduce Project Lift, an exciting new initiative
to enhance the wellbeing of our older people and the rest of the
community.
Our vision is for Horowhenua to become a hothouse for next-generation
services, products and social practices that enhance the lifestyles and
economic wellbeing of New Zealand’s older population. Why? Because one
in four of us living in the Horowhenua will be 65 or over by the middle of the
century.
We want to act now so that the wealth of skills, experiences and
knowledge of our older people continue to contribute to our
community. And in turn, we want a community that supports our
older people. Project Lift will put older people at the centre of
innovation. We want products and services that really work for
older people and for that we need older people to participate in
the design process.
Project Lift is trialling a new way of developing products and
services called a co-design lab. Co-design labs bring together
people from different walks of life, and different sectors and
specialities. Together, small, diverse teams, will learn about the
challenges facing older people, come up with solutions that might help, and
test those solutions to work out the best way forward. We anticipate sharing
our solutions with the rest of the region and the world. As we innovate our
way into the future, we anticipate the region will attract new skills, new
employment opportunities and new investment.
We believe that genuinely meeting the needs of our older people by finding
better ways of doing things will bring economic benefits to the rest of the
community. We hope you are as inspired by the potential of Project Lift as
we are.
Michael Feyen David Clapperton
Mayor Chief Executive
Horowhenua District Horowhenua District Council
4 5
Horowhenua will become Executive Summary
a hothouse for next-
This Master Plan outlines the opportunity and next steps toward creating a region that embraces its
older people and creates economic benefits for everyone – Project Lift
generation services,
We don’t define older people by age, but by stage. And we say, what a great opportunity! We don’t want a
We’re focused on people who are transitioning out of quarter of our population languishing because of poorly
full-time paid work and exploring new possibilities for devised, scatter-gun solutions to challenges that are
themselves. staring us in the face. We want to find ways of making
products and social In the longer term, we see the Horowhenua region
becoming a model for integrated personal, social and
the Horowhenua District the best place to live for all
people post-paid employment. We want to harness
those skills and talents collected over the years and
practices that enhance the
business growth with an ageing population. We will make it easy for everyone to participate in whatever
export initiatives that have been tried and tested in way they feel comfortable. We know that older people
Horowhenua both locally and internationally. Through can actively contribute to their own solutions. And as
the development process we will improve the lives of
lifestyles and economic
consumers, they can drive innovation in products,
older people and meet the demands of a significant services and social practices that suit them. The public
and growing market worldwide. Specialising in solutions and private sector need data, proof of concept and
for older people, our economy will grow as we attract consumer testing to have the confidence to invest at
well-being of New Zealand’s new investment, expertise, and business opportunities.
Project Lift will deliver benefits for everyone.
scale. We see an opportunity to bring older people,
the private sector, and the public sector together to
work collaboratively toward workable solutions for older
older population
Horowhenua – Future Scape people in our community.
We expect the process of developing these solutions
The face of our community is changing. We’re becoming
will generate new opportunities for employment,
older and more diverse. In less than ten years, almost
skill development and investment in our district.
one in five people in the Horowhenua district will be
Downstream, we will share our solutions with the rest of
aged 65 or older. Mid-century, this proportion will
the region and the world.
Project Lift Vision
have grown to a quarter of the population. Our older
generations will reflect the growth in the diversity we’re We’ll be meeting the needs of older people and growing
seeing today. prosperity in Horowhenua in a virtuous loop.
6 7
Project Lift – Grasping Why Horowhenua is a Great Place to Innovate for Older People
the Opportunity The Horowhenua region and the • A Magnet Town for Retirees • Accessibility
township of Levin/Taitoko offer Horowhenua is already a to Expertise
Project Lift is the product of years of magnet for retirees. Our
fertile soil for innovation to support and Markets
collective effort in the Horowhenua need to get things right Levin/Taitoko
older people and regional growth.
district stimulated by the Ministry for older people and is on the
of Business, Innovation and • Commitment the community is doorstep of Wellington and
Employment’s (MBIE) regional growth The Horowhenua District current and likely Palmerston North, both centres
agenda which began in 2014. In Council (HDC) is leading the to grow in the of concentrated expertise
2015, Accelerate>25 added a road charge toward an inclusive next decade and in governance, business
map for eight ‘opportunities’ to grow lifestyle community using beyond. A growing development and specialist
the Manawatū-Whanganui Region. a process that older population means subject matter. Levin/Taitoko is
Project Lift is the prototype vehicle for engages and a growing marketplace for also close enough to support
realising the Quality Care and Lifestyle honours the people ideas, products and ways commuters in larger centres.
Opportunity. Here’s how we see Project of the community. They of doing things that serve our
Lift supporting the wellbeing of older are the local champions population. • Existing Investment
people. for solutions that draw on Agencies like the Mid Central
business, local government, • Size and Scale District Health Board are
Each of the boxes (bottom left) contain Levin/Taitoko is small enough already investing in increased
central government and the
a project area that supports the to trial collaborative, cross- primary and secondary
not-for-profit sectors. Existing
wellbeing of older people. We need to disciplinary design healthcare solutions in Levin/
HDC strategies and plans
get these project areas right for older processes, and large Taitoko and are open
recognise the value
people to feel safe, well and included. enough to see if proposed to alternative ways of
Social & Personal Growth of older people and
Cultural inclusion & Fulfilment The pictures surrounding the boxes solutions work. delivering services.
provide a good base
show how everyone - government,
for implementing innovative
business, service providers, and the • Readiness to Innovate • Open Doors
projects to promote wellbeing.
community - has a part to play in People in Horowhenua are Right now, creative
Housing
& Shelter
creating an inclusive lifestyle for older • An Older Than Average ready to work in new ways thinking for older
Sustenance people. Population to achieve the community people can feed into
& Nutrition Our population includes a they want to have in the future. other planning opportunities
Project Lift shares some of the Our conversations with people like Levin/Taitoko’s spatial plan
Health & higher proportion of people
development priorities and ways of and groups in the community and housing redevelopment.
Wellbeing over the age of 65 than other
working with Te Pae Tawhiti – the demonstrate a willingness to That means solutions for
areas and this is set to grow
economic development strategy for change. We have a track the built environment can
in coming years. We have
Māori in the Manawatū-Whanganui record of making contribute toward our goal of
the older people now to help
Region. We anticipate opportunities to new initiatives work an inclusive lifestyle centre.
shape our community into an
work together on Oranga Kaumātua like the Social Sector
inclusive
(Vitality for Older Māori) and Hanga Trial and the Children’s
lifestyle
Mobility & Information & Whare (Housing) as our strategies Team. We can build
Accessibility Communication centre.
progress. We share a desire to work on this knowledge and
collaboratively with multiple partners to experience.
Source: Steering Group - Quality Care and Lifestyle for Older People improve the wellbeing of all our older
people.
8 9
in our community and across areas. At the end of the co-design private investment in the process
Re-Imagining sectors in a structured process lab in May 2018, we will choose will even out.
Horowhenua with of experimentation that is geared solutions that best move us toward
Co-Design Labs toward finding solutions that work. our goals. The Budget
We provide an outline of the co-
design process below. We will also evaluate how well the
Creating inspirational communities co-design process worked and the This Master Plan includes the
requires nothing short of inspired value the process generated. costs of project set up, running
ways for reimagining our social,
The Next Steps a Request for Proposals (RFP)
cultural and economic spaces. From mid 2018, we will start process to contract co-design
That’s why we want to trial The immediate next step is for the implementing solutions. Low cost facilitators, as well as the costs of
something new: a co-design lab. Ministry of Business, Innovation innovative solutions will be brought trialling the co-design lab process
and Employment (MBIE) to agree to scale and evaluated. Where they itself.
Co-design is a process that to the proposal contained in work, we will be looking to share
puts people at the centre of this Master Plan. With MBIE’s and market those solutions. Beyond the scope of this Master
collaborative design. Why? agreement, Horowhenua District Plan, we see the balance of costs
Because solutions have to work Council will go to the market to For solutions requiring significant of co-design moving from Central
for the people they’re intended to find the right people to run the public and private investment, we and Local Government to other
serve. For Project Lift, that’s older co-design process. We aim to will develop business cases to investors.
people and our wider community. have a provider in place by the attract funding and investment.
We estimate the total cost of
end of November 2017. Beyond 2020, we will capitalise
Nobody exists in a social vacuum. Project Lift at $749,900.
New ways of thinking and new With our co-design facilitators on on our growing reputation as a
hothouse for developing solutions This includes the direct costs of
ways of doing things emerge board, we will call for teams to
for older people that also deliver piloting a co-design lab $491,000.
when we listen to others. Co- take up the challenge of designing
benefits for the wider economy. We Based on experiences of co-design
design draws on the talents, services, products or social
anticipate the balance of public to elsewhere this is the indicative
skills and perspectives of people practices for our seven project
budget we need to be successful.
In-kind funding and direct
Understand Generate ideas Develop concepts investment from HDC will be
& empathise required to make the pilot a
success. In-kind support includes
lending venues for labs and gifting
people’s time and expertise. We
estimate the total investment
contribution from HDC at $259,400
Problem Research Co-creation Prototyping Solution We are asking central government
to contribute $491,000 direct
investment to Project Lift (Indicative
subject to RFP process).
Design the brief Evaluate ideas Prototype concepts
10 11
The Benefits
Benefits of Project Lift stem both from the innovative design process as well as the solutions generated and implemented in
the district. An outcomes map on page 14 demonstrates how benefits flow from our co-design process.
Active participation in shaping A lifestyle community designed Enhanced quality of life
products, services and social practices with older people in mind;
that enable connection with their accessible, affordable, inclusive
For Older
communities and vibrant with the support they
People
need when they need it
Active participation in the process of New ways of enabling older
shaping the environments, services people to contribute their skills,
Community
and opportunities so everyone benefits talents and experiences – fresh
sources of support and vibrancy
For the
A neutral hot-house process for New skill sets developed through Increased prosperity through
businesses to test ideas and bring participation in the design business development
them to market process or becoming involved in opportunities realised in
Economy
taking solutions to market Horowhenua through
For the
Project Lift
Services that are effective and also
efficient because they’re well designed
Nobody exists in a social
vacuum. New ways of
For service
and meet the needs of consumers
Providers
A working model and suite of products, A stronger evidence base Avoided costs in healthcare
thinking and new ways of
doing things emerge when
For the Region
services and social practices for making social investment and other social spending
that encourage inclusive lifestyle decisions because older people
communities in their regions are fully included in the
and NZ
we listen to others
community and have a
better quality of life
12 13
Project Lift Businesses attracted to Transform the
Outcomes Model design, pilot and deliver lives and living
solutions for older people standards of
(existing and new) older people in
Clusters and synergies Horowhenua
develop between private, through
Older people thrive non-profit and government Project Lift
and are empowered stakeholders
to actively meet their
needs Increased reputational
gains for Horowhenua and
stakeholders
Improvement of
Co-design of
existing programmes
person-centric Increased financial capital, Social and
and solutions (goods,
solutions for skills and knowledge flow Cultural
services and practices)
older people into the district Inclusion Grow the
as part of Project Lift
district’s economic
Personal
The community Full and effective utilisation base and wider
Growth and
benefits from, and of financial capital, skills, Fulfilment contribution
is vibrantly transformed knowledge, culture and through
by older peoples’ assets of the district Sustenance opportunities
contribution and Nutrition provided by
More jobs and better Social and cultural
Individual solutions
Information and
Project Lift
incomes distributed inclusion
assessed and selected Innovative solutions
amongst the people of Communication
for their outcomes designed, piloted,
Horowhenua
alignment, synergy, delivered and leveraged
feasibility and as part of Project Lift Mobility and
Project Lift results in an Accessibility
affordability increased rating base and
Project Lift boosts national tax Health and
Horowhenua’s socio-
Wellbeing
economic performance Project Lift results in a
by being the place to go better return on government
for older person lifestyle Housing and Apply the
and social investment Shelter
innovation successes of
Project Lift enables Project lift
government to more easily throughout NZ
achieve its policies and and the world
strategies (as applicable)
14 15
PART
ONE
Background
In this section, we present a brief history of Project Lift and
outline its vision and mission
The Genesis – The Manawatu-Whanganui
Regional Growth Study Opportunities Report
In October 2014, MBIE and the • Tourism and Visitor Services
Ministry for Primary Industries • Sheep and Beef Farming and
(MPI), working with the Manawatū- Processing
Whanganui region commissioned
• Land Use Intensification
an Economic Growth Study for the
region. The New Zealand Institute • Mānuka Honey
of Economic Research (NZIER) • Fresh Vegetables
and Henley Hutchings completed • Poultry and Grain Processing
the study.
• Affordable Care and Lifestyle
The study identified significant for Older People
opportunities to grow and diversify • Business Process Outsourcing
the regional economy and expand and Food Innovation
investment, employment and Outsourcing
incomes in the region.1 Starting Three enablers were also identified
in October 2014, the consultants including:
investigated the region as a whole,
and each of the sub-regions and • Transport and Distribution
a wide range of sectors, industries • Productivity of Māori Land
and enterprises including iwi/Māori • Growing Businesses
and local government.
Opportunities were cross-regional,
In July 2015, the Manawatū- however some were more suited to
Whanganui Regional Growth particular parts of the regions than
Study Opportunities Report was 1
Manawatū-Whanganui Regional Growth
others. Study Opportunities Report, Ministry of
released. From a long list of Business, Innovation and Employment &
over 80 opportunities, eight were Ministry for Primary Industries, July 2015.
identified as priorities for the region www.mbie.govt.nz/info-services/sectors-
industries/regions-cities/regional-growth-
and government to advance. programme/pdf-image-library/manawatu-
These included: growth-study-combined.pdf
16 17
Further Development - Confirming the Way Forward Te Pae Tawhiti
Developing the Quality Care - Accelerate>25: Manawatu- Following the release
and Lifestyle for Older People Whanganui Region Economic of the Action Plan and
drawing on the potential
Opportunity Action Plan for improving economic
outcomes for Māori,
Following the release of the Regional Growth Study, In August 2016, the Accelerate>25: Manawatū- a further strategy was
Horowhenua District Council (HDC) was invited to Whanganui Region Economic Action Plan was released developed: Te Pae
lead the more detailed investigation and further with the purpose of providing a practical ‘road map’ to Tawhiti. Te Pae Tawhiti
development of the Quality Care and Lifestyle for Older accelerate social and economic growth in the region provides a long-range
People opportunity, with a view to providing actions to through to 2025 by advancing the eight identified economic development
implement the opportunity. opportunities and related enablers2. strategy for Māori
and is guided by
To assist with this opportunity, a team of local, regional, Included alongside the release of the Action Plan was
Māori aspirations and
national and international interest experts were a pledge from government to make available initial
preferences.
convened from across the public-private spectrum to financial support of $250,000 for the Quality Care and
form a Steering Group. The Steering Group included Lifestyle for Older People project. This support was Project Lift shares some
members from HDC, Massey University, Mid-Central tagged to the project priorities as detailed in the Action of the development
DHB, DNA, Ministry of Social Development (MSD), Plan. These priorities are constructed on the basis of priorities and ways of
Electra Limited, and through the support of MBIE a providing a stepped implementation approach over working set out in Te Pae
subject expert from the Netherlands. time. The framework for priorities was as follows: Tawhiti. We anticipate
opportunities to work
Over the eight months that followed, the Steering Group A Immediate Priorities: Create a Master Plan.
together on Oranga
engaged with a wide range of stakeholders (domestic
Medium-Term Priorities: Create a co-design Kaumātua (Vitality for
and international) to test thinking and to inform the B
lab to start the process of designing and testing Older Māori) and Hanga
proposed approach. Significant depth and detail were
solutions in the market. Whare (Housing) as our
added to the opportunity. This approach was then
strategies progress.
included in the Accelerate>25 Economic Action Plan.
We share a desire to
work collaboratively
with multiple partners to
improve the wellbeing of
all our older people.
2
Accelerate>25 Manawatū-Whanganui Region Economic Action Plan, August 2016. www.horizons.govt.nz/HRC/media/Media/Accelerate%20
25/Manawat_-Whanganui-Economic-Action-Plan-August-2016-WEB.PDF
18 19Project Vision PART
Project Overview TWO
Our vision is for Horowhenua to become a hothouse
for next-generation services, products and social A shift in demographics is creating At present, people providing for a co-design lab to work. Strong
practices that will enhance the lifestyle and change for our society. Over services to older people generally backing from Horowhenua District
economic wellbeing of New Zealand’s the next 30 years, people in the work in silos. Accountability and Council with an existing network of
growing older population developed world will live longer. performance requirements within community and private providers
The proportion of the population organisations and agencies will support this initiative to thrive
We want to help showcase over 50 will grow. hinder cross-disciplinary and and prototype a wide range of
and test innovation. Our cross-sectoral working. Sectors ideas. Levin/Taitoko’s proximity,
If we tackle this shift as an tend to deal with the issues its close relationships with its
proposal is to create
opportunity, we can harness they’re accountable for rather neighbours, and its willingness to
a platform that will
technology, medical advancements than approaching older people back this opportunity will ensure
attract investment
and the contribution of our older holistically. commitment long past a political
and support for
citizens to create an inclusive and cycle.
enterprises that
prosperous society. Acting now The resulting lack of alignment
bring aged care to meet this opportunity will help across products and services for The opportunity is to:
and lifestyle The Quality Care and us avoid potential costs. Costs older people has not delivered a • enhance the quality of life
solutions
to market.
Lifestyle for Older People like rocketing healthcare, reduced customer-centric model focused of older people by ensuring
wellbeing as we age and the loss on the total needs of older people. they participate in relevant
We want Opportunity - Project Lift of human capital. Project Lift aims to bring all parties communities.
a catalyst together. We believe the potential
We are not alone in seeing an • transform Levin/Taitoko and
economy that for maximum innovation and lowest
opportunity in this shift. Around the Horowhenua district into
will improve The Quality Care and Lifestyle for Older People project cost-creation is in an integrated
the world people are innovating an inclusive lifestyle centre
quality of has continued to advance since the release of the co-design approach with ageing
to address the challenges that specialising in innovation for
life for older Accelerate>25 Action Plan. To reflect the action people at the centre of the process.
arise with ageing. Technology is living while embracing older
people, orientation of the project and our desired outcomes
bringing people and information The co-design process is people.
especially in we have a new name, Project Lift.
closer together. Mobility is borrowed from science and • increase incomes by attracting
regional towns.
becoming safer and more technology where multi-disciplinary new investment, skills and job
accessible for young and old. collaborations successfully opportunities to the area.
Governments are trialling new ways problem solve and bring new • create a pilot prototype for
to support and deliver people’s solutions to market. We propose living that embraces older
health needs. And investment trialling an innovation co-design people and roll it out across
managers are offering more savvy lab. Our lab will bring all interested other parts of the region (and
Project Mission investment options for creating parties together to explore the the world).
retirement income and supporting needs of our ageing citizens,
To realise this opportunity, we
Our mission is to help better money management. These design potential solutions, and
need a framework and method
contribute to a better New are just a few of many examples. rapidly test their viability without the
for Project Lift. We present our
Zealand and bring economic and high costs of large scale failure. We
The market for innovation is already framework on page 27. Our
reputation advantages to Horowhenua and our region see Levin/Taitoko as a typical rural
large and growing. method, a co-design lab, is
community with a disproportionate
detailed in section 6 of this Master
ageing population which can
Plan.
provide the perfect environment
20 21Our Framework - Health &
Wellbeing
Learning From Local and
International Strategies Personal
Social &
Growth & ds
for Ageing Fulfilment l Nee Cultural
ra Inclusion
tu logic
al Needs
ul cio
Drawing on local and international
So
C
og
strategies and the literature on ysiol ical N
ageing, our team have adopted Ph e
a human-centric model for Psycholo
ed
s
Project Lift. We want to create
gic
a community which gives older
al Need
people the best chances of
Mobility &
meeting their individual needs:
Accessibility s
physiological, psychological
sociological and cultural. This Housing
requires having the best products, & Shelter
services and social practices in
seven areas. We have adopted
these as our project areas. The
project areas support older people to
reach their potential and in turn actively
contribute to communities. Together the
project areas form a mutually reinforcing Sustenance Information &
structure for older people. For example, good & Nutrition Communication
We want to create a
nutrition is associated with social inclusion and
housing arrangements. People who share meals are
more likely to eat well.
Figure 1: Human centric model of needs and pleasures
community that gives
Figure 1 illustrates our framework. For Project Lift, the applied over the seven selected pillars for inclusive lifestyle
project areas are a framework for organising activities
promoting wellbeing for older people. We will use these precincts that are easy to get around. And in meeting
older people the best
project areas to guide the process of researching, the needs of older people, we will be generating
testing and evaluating solutions for older people. We opportunities for business growth and diversification for
expect solutions will enhance the lives of older people the region.
across many of these areas.
Success in these seven areas will mean we are
supporting the wellbeing of older people through the
Project Lift offers a unique opportunity to produce wins
both for the wellbeing of older people and for economic
growth for Levin/Taitoko and the Horowhenua district.
chances of meeting
their needs
development of fit-for-purpose products, services We outline the potential benefits of Project Lift next.
and environments. Many of these changes will benefit
other parts of the community – for example, shopping
22 23Success and Benefits – Outcomes Model Businesses attracted to Transform the
design, pilot and deliver lives and living
Our outcomes model below gives a high-level overview While this is a linear representation, we imagine Project solutions for older people standards of
of the expected benefits derived from our proposed Lift will create positive feedback loops between activities (existing and new) older people in
co-design process (Figure 2). The coloured boxes and outcomes – older people’s wellbeing, impacting the Horowhenua
Clusters and synergies
represent the activities and outcomes of Project Lift. community, and the wider economy. through
develop between private,
The monochrome boxes show the flow on effects of non-profit and government Project Lift
Project Lift for local businesses and the economy. These stakeholders
then flow into outcomes for older people and ultimately
Increased reputational
the high-level outcomes on the far right.
gains for Horowhenua and
stakeholders
Older people thrive
and are empowered Increased financial capital, Social and
to actively meet their skills and knowledge flow Cultural
needs into the district Inclusion Grow the
district’s economic
Improvement of Personal
Co-design of
existing programmes Full and effective utilisation Growth and
base and wider
person-centric of financial capital, skills, contribution
and solutions (goods, Fulfilment
solutions for knowlege, culture and
older people
services and practices) through
as part of Project Lift assets of the district Sustenance opportunities
and Nutrition provided by
The community
More jobs and better Social and cultural
benefits from, and
Information and
Project Lift
is vibrantly transformed incomes distributed inclusion
by older peoples’ amongst the people of communication
contribution Horowhenua
Individual Mobility and
solutions assessed Innovative solutions Project Lift results in
designed, piloted, Accessibility
and selected increased rating base and
for their outcomes delivered and leveraged national tax
alignment, synergy, as part of Project Lift Health and
feasibility and Wellbeing
affordability Project Lift results in a
Project Lift boosts
better return on government Housing and
Horowhenua’s socio- Apply the
economic performance and social investment Shelter
by being the place to
successes of
go for older person Project Lift enables Project lift
lifestyle innovation government to more easily throughout NZ
achieve its policies and and the world
strategies (as applicable)
Figure 2. High level representation of Project Lift and anticipated outcomes
24 25Early Returns Benefits for Older People Older people understand
that their needs are Older people
The Horowhenua community has already derived Project Lift will develop community-based models
important and are being benefit from well
benefits in the process of developing Project Lift to this (prototypes) of care or product innovation to
addressed delivered and
stage. These benefits are: introduce into the day-to-day lives of older
people. The products, services and social tailored solutions
• a raised awareness in the district of our ageing practices developed through Project Lift will help Older people have
Older people aware of
population and the chance to reframe this integrate older people into communities so they input into, and own
the fact that solutions
challenge as an opportunity can continue to contribute in whatever forms they the solutions that
(goods, services and
• a raised awareness among Council and other choose, well beyond retirement age. The ability practices) exist that can meet their needs
people associated with Project Lift of the potential of older people to contribute could be achieved meet their needs
of co-design as a way of generating, testing and through the use of design and technology to
implementing people centred solutions adapt their living environment – the house, Solutions for older
• strengthened networks among older people, shopping areas, and social spaces – to changes people delivered in
service providers, councillors, academics and in their capacity as they age. a joined-up, person-
businesses who are part of the ecosystem that will centric way
If successful, solutions could later be extended
participate and benefit from the project
into the mainstream community throughout the
• a shared understanding of Project Lift’s vision, region, and beyond.
mission and how we will get there
Older person’s
These early benefits have in turn resulted in: Community Benefits individual needs
accurately identified Older people
• increased readiness of the ecosystem around Being active participants in solution development on the independence thrive and are
older people to innovate toward our project vision as well as taking up new opportunities offered continuum empowered
Tailored solutions
through Project Lift innovation, older people will developed by, and to actively meet
Medium to Longer-Term Benefits be better able to contribute to their communities. Older people make with, older people their needs
Finding ways to include and value older people choices regarding the related to where
We expect Project Lift to deliver benefits to older means they can maintain a sense of place and solutions they want they are on the
people, the community and the local economy. If our meaning in their lives as well as a positive outlook. and need independent living
solutions work well, benefits could extend nationally These are important aspects of wellbeing. continuum
and globally.
Figures 3-5 outline the immediate and long-term
benefits we expect to see in three outcome areas:
wellbeing for old people, enhanced community
wellbeing and economic growth and prosperity for
Levin/Taitoko. Our outcomes maps model the process
of intervention from needs development through to Older people’s privacy maintained and protected
long-term identifiable differences in people’s lives.
These models mirror the stages within a co-design Older people’s security maintained and protected
process and beyond to benefits realisation in the real
Figure 3. Outcome map for the wellbeing of older Feedback on solution delivery to older people used for improvement
world. people.
26 27in turn, reduce the demands on
Community assisted to Older people’s reputation, Knowledge Benefits social services as people maintain Project Lift seen
identify ways in which older leadership skills and mana internationally as the place
A further benefit of Project Lift is independence and gain choice
people can contribute (paid provide leadership and to go to be involved in cutting
knowledge development. Learning through improved quality of life.
and unpaid) motivation to the community edge high-value solutions for
from our experience, people
Older people’s knowledge making public policy decisions older people
Older people can identify Figure 5. Outcome map for economic
the ways in which they Older people’s means that more could make better informed social transformation
contribution to unrecognised opportunities investment decisions.
Project Lift engages high-
personally can contibute to
the community are identified and profited value private, nonprofit and
the community (paid and
unpaid) celebrated by the from By having a rigorous methodology government stakeholders
community for assessing the value of social
Older people provide capital initiatives, the co-lab approach Project Lift creates ‘virtuous
Older people where they are able to do this can meet the government’s cycle’ which leads to more
feel that their (as appropriate) criteria for social investment. Our and more growth
contribution is experience could steer decision
valued Older people fill skills gaps
Older people have a makers toward high-quality social Stakeholders motivated to
range of opportunities Older people’s positive values investment, where scarce funds be involved in Project Lift
through which to make and wisdom transmitted to can achieve the greatest social
their contribution to the the next generation returns. Effective investment will,
community
Project Lift well
Working conceptualised and planned High international profile Project
and voluntary for Project Lift as the global Lift boosts
Economic Benefits environments tailored design lab for older living Horowhenua’s
to facilitate the socio-economic
In the process of developing contribution of older performance by
solutions that work for older people, people (transport,
Levin/Taitoko will attract new
The being the place
length of work periods community to go for older
investment, expertise and business etc.)
benefits from, and person lifestyle
opportunities, driving economic Key messages for Project
is vibrantly innovation
development. Businesses Cost of older people Lift identified
developing products for aged care contributing to the transformed Well branded and
will be able to test their ideas in a community met (either by older peoples’ Key stakeholders marketed Project Lift
fast and inexpensive environment pay/ remuneration out contribution identified and channels for for local, regional and
with confidence in the reliability of of pocket expenses communicating with them international visability
the results. where necessary)
Project Lift has the capacity
Figure 4. Outcome map for and capability to attract high
community wellbeing value stakeholders
Older people’s safety maintained while making a contribution back to the community Project Lift well implemented on the ground
28 29How will we Know
we are Successful?
We are developing an evaluation
plan for Project Lift (see section 5
for more detail).
The evaluation will capture
learnings from the co-design
experience and identify a robust
set of indicators to monitor short,
medium and longer-term impacts
of the project. Critical early tasks
will be pulling together a suite of
baseline measures with which to
monitor progress against, and
establishing a methodology that
can give assurance that changes
are attributable to Project Lift.
We expect our baseline
assessment to expand our
understanding in each of the
project areas for wellbeing, as
well as cover expected changes
to community wellbeing and the
Project Lift could produce
economy illustrated in our outcome
models.
wins for the wellbeing
of older people and for
economic growth for the
Horowhenua district
30 31PART
THREE Community Wellbeing These include indicators of Aim 1: Older people in
1
Strategy loneliness, connectedness, use of Horowhenua will be given
mobility services and elder abuse. the opportunity to be involved
in decisions that affect them.
Vision: Everyone in the We anticipate Project Lift will use
Horowhenua district is thriving some of these indicators (and Aim 2: Older people in
2
those from other strategies) to Horowhenua live in a
The purpose of the Community
assess progress for older people. connected and inclusive
Wellbeing Strategy and the
society full of social activity
supporting Community Wellbeing
Strategic Context Committee is to ensure that
Positive Ageing Action Plan
2016-2019
and opportunity.
every person thrives. Within this Aim 3: Older people in
In this section, we show why Levin/Taitoko and the Horowhenua district are perfectly poised to strategy, our goal is for all older 3
Horowhenua are equipped
people / kaumātua and people Vision: To ensure that
innovate toward a lifestyle centre inclusive of older people with good information and
with disabilities in the Horowhenua Horowhenua residents are
empowered with the means to
district to live meaningful lives, play empowered to make choices
engages and honours the people of navigate and access services.
Why Levin/Taitoko Horowhenua 2040 Strategy an active role in community life, enabling them to live a satisfying
the community. We will build on our and healthy lifestyle
and thrive. Aim 4: Older people in
and the Horowhenua existing track record of looking out for 4
Vision: Intergenerational Horowhenua live in a safe,
older people. This goal is aligned with Horowhenua embraces older
wellbeing in a spectacular secure and healthy
District Horowhenua Horowhenua’s Long Term Plan3 residents as a highly valued
environment, physically,
The needs and contributions of our which states: Our older people integral part of the community.
socially and financially.
The Horowhenua district and older people are recognised in the The Horowhenua 2040 Strategy have access to opportunities that The Positive Ageing Action
township of Levin/Taitoko offer fertile Horowhenua 2040 Strategy, our aims to improve living standards enable them to live a satisfying and Plan4 incorporates ideas that will Aim 5: Older people in
soil for innovation for older people encourage our older people to 5
Community Wellbeing Strategy, by investing in four outcome areas: healthy lifestyle. It is also aligned Horowhenua are recognised,
and regional growth. We have the our Positive Ageing Plan 2016- an exuberant economy, a stunning with our goals for resilient and be active within the community celebrated and supported for
commitment, the leadership, the 2019, and our goal of becoming environment, thriving communities connected neighbourhoods. whilst being supported by the their contribution to the
people, the reputation, as well as an Age-friendly Community. These and vibrant cultures. With the facilities, events and services they community and are given
existing opportunities for change and are mutually reinforcing strategies. associated enabling infrastructure, By working collaboratively, need to ensure a positive ageing opportunities to work,
development to leverage success for They build on and align with national this strategy results in a portfolio of individual agencies and specific experience. The plan aligns with volunteer and grow.
Project Lift. and international initiatives that projects phased over 23 years, and a programmes and initiatives can the values New Zealand’s Positive
aim to encourage the inclusion of spatial plan. contribute to a positive result Ageing Strategy5 and the New We anticipate Project Lift will create
older people into communities and through their accumulated impacts Zealand Healthy Ageing Strategy both new opportunities for older
A Commitment supports the people to stay well, safe Project Lift aligns and supports our
on their customers. (more on these in the Appendix). people and mechanisms for older
people to access both existing and
to Helping Older and active into their old age. goals for people in the ‘Transition The Community Wellbeing Strategy new opportunities.
from Work’ life stage within the monitors the wellbeing of older
People Thrive in the Our local strategies provide a ‘Thriving Communities’ outcome people through several indicators.
Horowhenua positive base for Project Lift to area.
develop new and enhanced
The Horowhenua District Council services, products and social 3
Horowhenua District Council. Horowhenua: 2015 – 2025. (PAGE 2) http://www.horowhenua.govt.nz/Council/Plans-Strategies/Long-Term-
is leading the charge toward an practices, enabling older people Plan-2015-2025
inclusive lifestyle community by to flourish. We outline each of these 4
Horowhenua District Council, (2016.) Horowhenua Positive Ageing Action Plan, 2016-2019.
proposing a co-design process that strategies next.
5
MSD Positive Ageing Strategy, Ministry of Health, Healthy Ageing Strategy REF
32 33%
30
Age-Friendly Communities Existing Investment and Development Figure 6: Proportion of population aged 12.1% 14.9% 18.5% 22.1% 23.3% 25.3%
65 years and over in Horowhenua,
Opportunities 2005–2056 (projected) by age group 25
Horowhenua is currently working towards becoming an 6
Source: Statistics NZ, National 5
age-friendly community. Ensuring older people are seen Right now, creative thinking for older people can feed population projections, by age and sex, 20 2 3
as an important part of all populations gave rise to the into other planning opportunities. 2016 (base) to 2068 lifestyle
2
World Health Organization’s (WHO) Age-friendly City 15 8 9 8
and Community model. This model has been adopted For example, Horowhenua District Council is in the 1 6
midst of developing a strategy to transform Levin/ 5
by hundreds of communities around the world now 85+ Years 75 - 84 Years 10
recognised as age-friendly by the WHO. Age-friendly Taitoko’s Town Centre. The Levin/Taitoko Town 4
communities recognise that a good life in our later years Centre Development Strategy will present enormous 5 9 10 11 10 11
65 - 74 Years 7
depends not just on the individual but on where we live opportunities for access and mobility of older people.
– do we feel secure, can we access the services we 0
need and are we able to participate in the community as Central government’s investments in the Roads 2006 2016 2026 2036 2046 2056
we wish? The Office for Seniors in the Ministry of Social of National Significance (RoNS) will transform the Year
Development is advocating for age-friendly communities landscape of Horowhenua. The RoNS investment in
in New Zealand and Horowhenua has accepted the State Highway 1 - known as the Wellington Northern
challenge. Corridor (WNC) - will ultimately reduce the travel time
Horowhenua’s Social Infrastructure An Older than Average Population
between Wellington and Levin/Taitoko by 40 minutes
Project Lift focuses on people transitioning out of the at peak travel times. As well as improving connectivity
to Wellington, this initiative is prompting thinking about Te Takeretanga o Kura-hau-pō, Culture and Community Horowhenua is located in the heart of the lower North
paid workforce. Our project areas align with the goals of
integrating roading infrastructure and networks with the Centre, Levin/Taitoko opened in September 2012. A Island, with a population of nearly 32,000 residents.
New Zealand’s Positive Ageing strategy6, Horowhenua’s
needs of users in mind. community heart and hub, the centre brings together Statistics New Zealand identified Horowhenua as the
Positive Ageing Plan and other initiatives discussed
library services, as well as services and fifth oldest District behind Waitaki, Central Otago, Kapiti
above.
Agencies like the Mid Central District Health Board are facilities for community, business, youth, and Thames-Coromandel. Approximately 7000 people
We share the focus on health and wellbeing, inclusion already investing in increased primary and secondary and tourism. over the age of 55 with a range of levels of dependency
and making the most of the skills and talents offered by healthcare solutions in Levin/Taitoko and are open to across the population group currently reside in the
alternative ways of delivering services. Nationally, Te Takeretanga o Kura-hau-pō region.
older people. What Project Lift offers is a process for
has become a flagship of its kind - a relevant and
realising these goals by putting older people at the heart
convenient destination to complement people’s lives Figure 6 shows the proportion of people over 65
of a collaborative co-design process. We will maximise
at home, school and work. Recreational, cultural, will grow to nearly one in five of people living in the
the likelihood of new ideas working for older people.
learning, digital and social experiences are located in Horowhenua district by 2026 and one in four by 2056.
Project Lift will provide test cases and exemplars for
one convenient, modern and accessible facility in the The number of people aged 85 and older is expected to
policy goals within and across these areas.
heart of Levin/Taitoko. This concept and venue support more than triple by the middle of the century. Projections
In addition to these strategies, we see opportunities for the activities that enable social inclusion of older people indicate that all ethnic populations in New Zealand will
Project Life to leverage off initiatives already live in the with the rest of the community. gradually age over the coming decades, reflecting the
community. combined effect of reducing fertility rates (people having
Te Takeretanga o Kura-hau-pō reflects the richness fewer children) and people living longer.
and diversity of the community and showcases all that
is great about Horowhenua. Well connected to local Levin/Taitoko and the Horowhenua district host an
activities, businesses, institutions and organisations, existing and growing market in which to test new
Te Takeretanga o Kura-hau-pō contributes to the social products, new services and new ways of doing things.
and economic prosperity of the Horowhenua district. The region is a perfect location for innovation for older
people, which in turn will stimulate economic growth for
6
except goal 9 which focuses on employment). MSD Positive Ageing Strategy the district.
34 35Size and Scale Readiness to Innovate.
Levin/Taitoko is a service centre for the surrounding People in Horowhenua are ready to work in new ways
rural area and is a magnet town for retirees. to achieve the community they want. Our conversations
with people and groups in the community demonstrate a
With a population of nearly 21,000 people, Levin/Taitoko willingness to change. We have a track record of making
is small enough to trial collaborative, cross-disciplinary new initiatives work here like the Social Sector Trial and
design processes, and large enough to see if proposed Children’s Team. We can build on this experience.
solutions work.
Accessibility to Expertise and Markets
Natural and Cultural Assets to Attract
People and Support Wellbeing Levin/Taitoko is on the doorstep of
Wellington and Palmerston North,
With unspoilt sandy beaches, both centres offer concentrated
expansive green landscapes expertise in governance,
and friendly people, business development and
Levin/Taitoko and the subject matter experts. We
Horowhenua district can draw on the experience
and expertise of people in
offer plenty of scope We believe Levin these centres in our co-
for recreation. And the
diverse cultures and and Horowhenua design processes and
easily keep decision-
history enrich the lives have the conditions makers in the loop as
of people who live here.
Levin/Taitoko offers an to support innovation Project Lift develops.
With four airports in
attractive place to invest, for older people. easy reach and the
work and play.
expressway connecting
Labour and both south to the capital
and further north, Levin/
Manufacturing
Taitoko offers easy access to
Expertise people and business.
Retaining its ‘small town New We believe Levin/Taitoko and
Zealand feel’, and nature-based Horowhenua have the conditions to
lifestyle, Levin/Taitoko and Horowhenua support innovation for older people. The
are still very much a thriving business centre. following section outlines both the need and the
We already have skilled people in manufacturing, aspiration for older people in the district according to
construction, the social sector, agriculture, horticulture our seven project areas.
and technology to draw on.
36 37PART
FOUR Stakeholder Views
Throughout 2016 and 2017, we
Current State | Future State convened a series of stakeholder
engagement sessions with older
In this section, we outline what we have now (current state) and then people in Horowhenua and their
service providers (like health and
outline how we imagine a future that fully includes and meets the needs of social providers). Participants
older people (future state). The future state is essentially our vision of an said that support services were
exemplary lifestyle centre designed with older people in mind delivered in a fragmented way
with different services delivered by
An Overview of the Current State individual agencies based on their
own funding incentives and service
standards. Also, at times people
As noted in section 3, Levin/Taitoko has one of the oldest populations in the country
were unable to afford care and
with nearly one in five people aged 65 or over.
found it hard to access separate
We also note that our current younger generations are expected to live longer. funding entitlements to get support.
And we’ll be enjoying a good level of health into our senior years.
Participants identified social
Our population is culturally diverse. At the last census, the majority of people in isolation and social exclusion as
Horowhenua identified European as one of their ethnicities (82%). However, we also have key concerns.
a higher than average proportion of people identifying as Māori (22.8%). Our Pasifika and
A lack of transport options was also
Asian communities are also well established (Figure 7).
a perceived barrier to accessing
We need to future proof our region so our experience of life is rewarding as we age, social goods. For example, it is
rather than feeling like a burden. Now is the time to act. 30 minutes to a level 2 hospital.
However, services from Public
How well is our current generation of older people being served? Health Organisations are provided
locally.
Housing is low cost. However,
housing quality, suitability and
availability for older people is a key
challenge.
European Maori Pacific Asian Middle Other Participants also identified some
Peoples Eastern/ Latin positive signals. The travel time
82.4% 22.8% 3.4% 1.8% to/from Wellington is estimated to
American /
vs vs 4.8% vs vs drop to sub one hour. In addition,
African
74% 14.9% vs 11.8% 1.7% new services were being created
7.4% 0.3% nationally to meet current and
vs future needs.
Figure 7. Ethnic breakdown of the Horowhenua 1.2%
district vs the national average, 2013
38 39An Overview of the The Seven Project Areas – What we have now and what we want to see
Future State
Housing and Shelter
We want Levin/Taitoko and Horowhenua to thrive.
For that to happen we need to have a district that Housing and Shelter is a primary need and has a clear Papakainga housing models that integrate older Māori
provides opportunities for everyone from all walks and well-established impact on the health of occupants. into their communities. Models for Papakainga housing
of life, including older people, to flourish. We Affordable and appropriate housing protects people – literally a nurturing place to return to – will support
recognise that some factors constrain wellbeing from hazards and promotes good health and well- connection with the whenua and the whanau. These
across our seven project areas. Tackling being. The older population is as diverse as any in our connections, in turn, support cultural inclusion and the
problems in one area will provide dividends in society, and older people live in all kinds of dwellings. intergenerational sharing of wisdom, resources and
another. Regardless of this diversity, there are a number of culture.
common housing hazards older people face, and with
We want a district where older people are not Future State
an ageing population, this has significant implications
excluded or isolated because of low incomes or
for older people in our community.
poor mobility. We want a built environment - from Research conducted by Davey (2006) suggests the vast
houses to our town centres and beyond - that Current State majority of New Zealand home owners would like to age
support mobility and access for older people. in place7. That is, people want to live in non-institutional
Access to food, health services, other people and housing in the community. This research concluded
Our stakeholder meetings suggested housing in the
whanau, and activities that keep people active, that a continuum of housing types and options for older
region is low cost. However, housing quality, suitability
curious, and hungry for life. people would need to be developed, with appropriate
and availability for older people is a key challenge. Our
existing housing stock was built with families in mind levels and types of service provision. Housing options
We want people to have choices about where
with large houses and large sections. These are not fit- could vary from staying in the family home to specially
and how they live and have access to enabling
for-purpose for an ageing population and do not provide designed units and supported accommodation in the
technologies in health, social connectivity and
the comforts and technologies that will enable positive community. We anticipate a range of housing options in
opportunities for learning. We want opportunities
ageing experiences. the future, including Papakainga housing that supports
for people to support and contribute to their
Māori preferences and aspirations.
communities across leisure, caring and business
At present, there is an increase in the number of
activities. As our district grows and attracts Figure 8 on the next page outlines how Project Lift will
retirement villages and rest homes for those who can
new people and new skills, we want to have the work toward housing and shelter solutions that support
afford them and want a facility dedicated to catering
mechanisms already in place for people to share the wellbeing of older people.
for their later years. Research suggests this is not
their experiences and talents.
the preferred options for most people, neither is it
We want people mechanisms that encourage affordable.
people to appreciate each other and the unique
Hui with Māori progressing Te Pae Tawhiti suggest the
histories that we all contribute to our diverse
Hanga Whare priority (Housing) is common ground with
communities.
Project Lift. Māori in the district are looking to develop
7
Davey, J. (2006). “Ageing in Place”: The Views of Older Homeowners on Maintenance, Renovation and Adaptation. Social Policy Journal
of New Zealand, 27. Ministry of Social Development. Wellington. https://www.msd.govt.nz/about-msd-and-our-work/publications-resources/
journals-and-magazines/social-policy-journal/spj27/ageing-in-place-the-views-of-older-homeowners-27-pages128-141.html
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