General Summary
Project 519, Intergenerational Living Development, is an early-stage PHC project exploring whether a practical and financially credible model of intergenerational housing can be developed. The core need is to help younger households access secure, affordable and good-quality housing while enabling older generations to use property, capital, experience or support capacity in a way that preserves independence, privacy and dignity. The project is not yet at business-case stage. Sponsorship, governance, site, funding route, tenure model, operating model, planning position and cost baseline are not yet established and should be treated as controlled assumptions until tested.
Current Situation
The current product or service is a concept rather than an approved housing offer. The project has a working idea for intergenerational living, including the possibility of a design that combines private homes with shared or connected spaces. No final resident proposition, architectural design, tenure structure, eligibility model, service package or operating arrangements have yet been confirmed.
Future Vision
The future vision is a replicable intergenerational living model that provides affordable, attractive and independent accommodation for younger households while allowing older generations to remain connected, useful and secure without forced co-dependence. The offer should clearly distinguish private, family-shared and community-shared space, and should be capable of being explained, costed, governed and operated without relying on goodwill or informal family assumptions.
How Do We Get There?
The next step is to define the intended users, housing need, affordability target and service proposition before fixing the design. The project should compare the current concept with alternative layouts and tenure models, test resident requirements, obtain planning and legal advice, and produce a preferred option only when evidence supports it. Acceptance criteria should include privacy, affordability, accessibility, safety, operational practicality and replicability.
Current Situation
No confirmed premises, site, development land, detailed equipment requirements or technical baseline are established. The current physical concept remains exploratory. Key premises and equipment questions include site suitability, planning context, accessibility, fire and building regulation compliance, shared facilities, parking, utilities, maintenance requirements and long-term adaptability.
Future Vision
The premises vision is a safe, accessible, durable and adaptable living environment that supports intergenerational contact without compromising independent living. The development should offer well-designed private homes, carefully controlled shared areas and practical infrastructure for long-term management, maintenance, accessibility and energy efficiency. The built form should follow the proven housing need rather than the other way round.
How Do We Get There?
The project should create a clear accommodation brief, site-selection criteria and option appraisal before committing to a physical design. Early work should include planning feasibility, building regulation and fire strategy review, accessibility review, outline area schedule, whole-life maintenance assumptions and costed comparisons of alternative design options. Site-specific commitments should wait until feasibility evidence is stronger.
Current Situation
The project is currently initiator-led and does not yet have a formal delivery organisation. David Winter is acting as project initiator, but accountable sponsor, project manager, design lead, planning adviser, finance lead, legal adviser, stakeholder lead and future operator roles are not yet formally appointed. This creates a key-person and decision-rights risk.
Future Vision
The people vision is a small but properly governed project team with clear accountability, suitable specialist advice and controlled stakeholder involvement. The team should combine housing, planning, design, finance, legal, community engagement and operational expertise. Roles should be clear enough that challenge is encouraged and assumptions are not allowed to harden unnoticed.
How Do We Get There?
The immediate priority is to appoint or confirm the accountable sponsor and define decision rights for the feasibility phase. A simple project structure should then be created, supported by specialist advisers as needed. Meetings, action logs, decision logs and risk ownership should be established early so that the project does not depend on informal memory or enthusiasm for the initial concept.
Current Situation
No approved funding, budget, cost estimate, commercial model or affordability baseline is currently established. The project is therefore financially immature. At this stage, any figures should be treated as indicative until there is a defined site, design brief, tenure model, development route, operating model and risk allowance.
Future Vision
The financial vision is a viable and transparent model that can demonstrate affordability for intended households, fair treatment of older-generation contributions, realistic development and operating costs, and credible funding. The project should be able to show whole-life cost, sensitivity to risk, and value compared with conventional housing or other intergenerational options.
How Do We Get There?
The next financial work should define affordability targets, possible funding sources, ownership or tenure options, capital cost assumptions, operating cost assumptions and risk exposure. Options should be tested through sensitivity analysis before commitments are made. Financial controls, approval limits and audit records should be established before any material spend or procurement.
Current Situation
Marketing and stakeholder engagement are not yet formalised. The project has a clear emerging purpose, but no approved public proposition, stakeholder map, communication plan, consultation record or evidence-based narrative. There is a risk of overstating certainty before planning, funding and affordability have been tested.
Future Vision
The marketing and engagement vision is an honest, evidence-based narrative that explains the housing problem, the intergenerational opportunity and the project’s stage without presenting untested assumptions as decisions. Stakeholders should understand who the project is for, what it may offer, what is still unresolved, and how their feedback affects controlled decisions.
How Do We Get There?
The project should create a stakeholder map covering prospective residents, families, local authority, neighbours, funders, advisers and potential operating partners. Engagement should start with listening and evidence-gathering rather than promotion. Feedback, concerns, commitments and lessons learned should be logged and linked to actions, risks, assumptions or option-appraisal changes.