The betterHOME concept was developed in 2020 after observations of widespread personal isolation for older persons. The project is focused on the transformation of an existing urban 12 > to 20-unit apartment building into a co-housing community for an older population.  It could be described as a small Naturally Occurring Retirement Community (NORC).

The project will retrofit an existing  building to create shared community (dining, project, activity and services) spaces in addition to the resident's private units.  The shared areas and private unit design, support services and location will enhance social connectedness, as well as the ease and safety of independent living.

Cost and availability will drive the selection and modification of the building, but key desired aspects include;

     - An existing building (12-20 units) in Ottawa or Gatineau which will permit the reconfiguration to multiple smaller private apartments, and shared common areas.

     - The building has an elevator, or can accommodate one. The building approach can support wheelchairs and ramps.

     - Potential to remove parking spaces to create a shared garden area.

     - Safe, quiet location, close to amenities, public health and transit facilities.

The building retrofit will be designed in accordance with ...

     - CMHC Universal Design Principles,

     - CMHC Housing for Older Canadians Guidelines, and Resource provision and space allocation guidelines for co-housing projects

     - CSA/ASC B652:23 - Accessible Dwellings

     - CSA/ASC B651:23 - Accessible Design for Built Environment

The betterHOME Approach

Unlike most existing co-housing projects (which rely on group formation, shared design, and financing), I propose a single business entity design and finance to build a betterHOME project. The cost-sharing model has not yet been determined, but the current approach will be for residents to pay an ongoing fee for the space and related shared facilities and services.

In the short term, the key value proposition for residents will be the opportunity for a more integrated and social community residence with reduced space costs and overhead.

In the longer term when living in such a community, the diverse range of skills and capabilities of residents can reduce the need for paid support services.  Over time, residents will build social equity in the community, which can then be drawn on to support aging in place without the isolating and expensive transition to an enhanced care institution.

The construction and finishes will focus on function, quality, and space flexibility to better serve their existing and future needs. Pleasure will come from lifestyle and community rather than from contrived luxury.

A limited team of practical, focused, and experienced people can best perform the necessary design, construction and management tasks.  Rather than trying to get a large number of people to agree on a vision, this approach is to create a space and lifestyle and let people choose to live there or not.

The selection and acceptance of community members, as well as decision and dispute mechanisms, have not yet been defined, although they are critical aspects of operating a shared environment.

There are two very common approaches seen in both the retirement and co-housing community approaches.  Retirement communities are often presented as being luxurious or prestigious, while co-housing communities are often very rural, simple and "organic."  While many highly successful co-housing projects have been presented and managed this way, there is a market segment (including me) that does not desire to live this way.  Living in an integrated community does not have to mean living with a "granola head" approach.  One of the characteristics and differentiators of a betterHOME approach is that it is a functional, sleek, and modern space and organization that supports an enhanced community feel.

A degree of management and support will be encouraged, but the final decisions and responsibilities will rest with the building owner and manager.  If the project succeeds, the learning and experience may be applied to other developments.

The betterHOME concept was developed in 2020 after observations of widespread personal isolation for older persons. The project is focused on the transformation of an existing urban 12 > to 20-unit apartment building into a co-housing community for an older population.  It could be described as a small Naturally Occurring Retirement Community (NORC).

The project will retrofit an existing  building to create shared community (dining, project, activity and services) spaces in addition to the resident's private units.  The shared areas and private unit design, support services and location will enhance social connectedness, as well as the ease and safety of independent living.

Cost and availability will drive the selection and modification of the building, but key desired aspects include;

     - An existing building (12-20 units) in Ottawa or Gatineau which will permit the reconfiguration to multiple smaller private apartments, and shared common areas.

     - The building has an elevator, or can accommodate one. The building approach can support wheelchairs and ramps.

     - Potential to remove parking spaces to create a shared garden area.

     - Safe, quiet location, close to amenities, public health and transit facilities.

The building retrofit will be designed in accordance with ...

     - CMHC Universal Design Principles,

     - CMHC Housing for Older Canadians Guidelines, and Resource provision and space allocation guidelines for co-housing projects

     - CSA/ASC B652:23 - Accessible Dwellings

     - CSA/ASC B651:23 - Accessible Design for Built Environment

The betterHOME Approach

Unlike most existing co-housing projects (which rely on group formation, shared design, and financing), I propose a single business entity design and finance to build a betterHOME project. The cost-sharing model has not yet been determined, but the current approach will be for residents to pay an ongoing fee for the space and related shared facilities and services.

In the short term, the key value proposition for residents will be the opportunity for a more integrated and social community residence with reduced space costs and overhead.

In the longer term when living in such a community, the diverse range of skills and capabilities of residents can reduce the need for paid support services.  Over time, residents will build social equity in the community, which can then be drawn on to support aging in place without the isolating and expensive transition to an enhanced care institution.

The construction and finishes will focus on function, quality, and space flexibility to better serve their existing and future needs. Pleasure will come from lifestyle and community rather than from contrived luxury.

A limited team of practical, focused, and experienced people can best perform the necessary design, construction and management tasks.  Rather than trying to get a large number of people to agree on a vision, this approach is to create a space and lifestyle and let people choose to live there or not.

The selection and acceptance of community members, as well as decision and dispute mechanisms, have not yet been defined, although they are critical aspects of operating a shared environment.

There are two very common approaches seen in both the retirement and co-housing community approaches.  Retirement communities are often presented as being luxurious or prestigious, while co-housing communities are often very rural, simple and "organic."  While many highly successful co-housing projects have been presented and managed this way, there is a market segment (including me) that does not desire to live this way.  Living in an integrated community does not have to mean living with a "granola head" approach.  One of the characteristics and differentiators of a betterHOME approach is that it is a functional, sleek, and modern space and organization that supports an enhanced community feel.

A degree of management and support will be encouraged, but the final decisions and responsibilities will rest with the building owner and manager.  If the project succeeds, the learning and experience may be applied to other developments.