!nter: for Intergenerational living

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!nter: For Intergenerational Living
A social practice change strategy
Yousef Taibeh

2012
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!nter: For Intergenerational Living A Social Practice Change Strategy

Table of Contents

List of figures ................................................................................................... III Appendix 1 House Modification ...................................................................... 18

List of Tables .................................................................................................... III Appendix 2 Process ......................................................................................... 20

Executive summary .......................................................................................... 4 References: ..................................................................................................... 21

Introduction ...................................................................................................... 4

Methodology .................................................................................................... 5

Section 1: Rationale and analysis of the practice ............................................. 5

Environmental Implications .......................................................................... 5
The rationale behind the practice ................................................................ 9
Components of the practice ....................................................................... 10
Section 2: Rationale for and the design of the strategy ................................. 11

Addressed Challenges................................................................................. 12
Seized Opportunities .................................................................................. 12
Other organisations .................................................................................... 13
Key Stakeholders ........................................................................................ 13
Time frame and milestones ........................................................................ 16
Limitations and Conclusion ............................................................................ 17

II


List of figures List of Tables

Table 1: percentage of older ages in Australia 1950-2050 ............................... 6
Figure 1 Projected increase ratios in households and population in
Melbourne ........................................................................................................ 7 Table 2 The different sides of the practice and possible responses ............... 10

Figure 2 Ageing population association with household compositional Table 3 Benefits across the triple bottom line of sustainability ..................... 12
change, projections for year 2031 .................................................................... 7
Table 4 Selected home stay service providers in Australia ............................. 13
Figure 3 Concentration of children in Melbourne <15 years ........................... 8
Table 5: key stakeholders in the strategy, their priorities, drivers and ways to
Figure 4 Concentration of old people in Melbourne >60 years ....................... 8 influence them ................................................................................................ 14

Figure 5 Persons who changed residence within the last 5 years ago ............. 9 Table 6 Five years strategy .............................................................................. 16

III


Executive summary

This report presented a practice change strategy focused on a household related unsustainable practice. This practice is summarised in the increasing
inefficiency in living space utilisation in Melbourne for a certain household sector, where large percentage of empty nesters choose to continue living
in the same houses with the same space arrangement, though the structure of their families has changed. Reasons restraining many empty nesters
from downsizing to smaller houses are varied, and they are driven by different social, physical and economical factors as highlighted in the report. To
present the strategy, the report was divided into two main parts:

Section 1: Rationale and analysis of the practice

Section 2 Rationale for and the design of the strategy

It concluded with highlighting the limitations of the strategy and the areas that need special concern.

Introduction

With the increasing demand for new accommodations in Melbourne due to the natural increase in population and immigration policies, there is a
need for managing this demand in an environmentally sustainable manner. In this context, the government is encouraging accommodating big
portions of this future demand in already developed areas. The focus is mainly on inner suburbs and strategically identified Activity Centres. There
are huge opportunities for accommodating some of this demand in other established areas as highlighted by many researchers. This report
presented a strategy that tried to capitalise on one of these opportunities, namely: the intergenerational living in middle suburbs.

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The demographic change in Victoria is leading to major increase in households’ numbers that are also getting smaller. Large portion of the buildings
stock in Melbourne was built for other types of households and family structures. The strategy tried to accelerate a trend for upgrading these
buildings to accommodate more families. The international students were selected as driver for this trend.

Methodology

The report draws on various resources including literature review, census data analysis and official reports/studies. It also depends on a TV report
prepared by Peter Overton for Channel Nine as part of the ‘60 minutes’ program. This report documented the daily lives of 3 Melbournian families
about to become Empty Nesters over 5 years period, including the before and after changes (60 Minutes Friday 4 Nov. 2011).

Section 1: Rationale and analysis of the practice

This section presents analysis of the practice and sets out the rationale behind its existence. This is done through firstly illustrating the implications of
this practice on the environment, then dissecting it into its different components, highlighting the various participants, their different drivers and
possible ways of addressing these drivers. This section finally concludes with listing the different opportunities and challenges that face any
intervention in the regard.

Environmental Implications
Australians are encountering many shifts in their way of living due to the new technological advances and to the changing nature of economy.
Moreover, there are major demographic transformations in the structure of the Australian nation. Australia has a big percentage of aging population.
People above 60 year old are estimated to exceed the 25% of the total population by 2030, see Table 1.

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Table 1: percentage of older ages in Australia 1950-2050. Source (Population Division D E S A 2006)

On another side, the average household in Australia is getting smaller with time. The projected increase rate in households is higher than the
estimated rate of population growth, see Figure 1. This is mainly due to the emergence of new household types such as the ‘lone person household’,
in addition to the projected increase in families without children, particularly in the older ages (O’leary 2006). See Figure 2. All of this, coupled with
increasing population through immigration and natural growth is creating a big demand for new accommodations.

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Figure 1 Projected increase ratios in households and population in Melbourne. Figure 2 Ageing population association with household compositional change,
Source: (O’leary 2006) projections for year 2031. Source: (O’leary 2006)

This increasing demand for living spaces will clearly have huge implications on the natural environment. This demand is typically fulfilled by releasing
new Greenfield areas for development. Greenfield developments eat the natural land surrounding the city (the Green Belts) and normally result in
longer travel distances and car dependent communities (Department of Infrastructure 2002). For all of the aforementioned reasons, the government
is planning to accommodate big percentage of the expected future demand in Brownfield areas mainly through allowing for taller buildings with
higher densities in inner suburbs and other strategically identified Activity Centres (Department of Infrastructure 2002).
This is in general a reasonable strategy; still it has some environmental and social implications. The easement of development regulations in the inner
areas of the city will eventually result in increasing development pressures that leads to losing buildings in good conditions or associated with
cultural values, this would dramatically alter the character of these areas. The unnecessary demolishing of many buildings and the new construction
works will have big environmental cost, in addition to large social implications of the increasing development pressures that would raise the price
threshold in these locations and exclude large sector of the community.

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Several researchers illustrated that there is a space for accommodating big percentage of the expected demand in suburban area with minor height
increases and without the need for huge investments in infrastructure (Woodcock et al. 2010). In this context, this report presents a social practice
change strategy aiming at enhancing the efficiency in living space utilisation through increasing the residential density in middle suburbs. This is
envisaged through encouraging and normalising inter-generational living in existing houses. Middle suburbs were chosen as they include the highest
concentration of older age people without children, see Figure 3 & 4. The reason for this concentration is that these people have simply aged in the
place where they first partnered, had children and purchased their first family home forty years ago or so (Spatial Analysis and Research 2012).

Figure 3 Concentration of children in Melbourne <15 years, 2006 census. Figure 4 Concentration of old people in Melbourne >60 years, 2006 census.
Source: (Spatial Analysis and Research 2012) Source: (Spatial Analysis and Research 2012)

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The rationale behind the practice
There are several constraints preventing many empty nesters from downsizing to smaller houses or leasing out part of their properties or even
providing home-stay. These constraints are driven by social, physical and economical factors. Census data show that very small percentage of people
above 60 years old choose to live in smaller flats in inner suburbs (Griffith 2010), see Figure 5. Researchers due this trend to the increasing prices of
accommodations in the city centre (Tolhurst 2011), in addition to the attachment of many families to their local communities and neighbourhoods
(Glenn 2011). On the other hand, reasons for not leasing out includes the physical constrains in the house itself, or personal factors such as valuing
privacy and seeking less responsibilities. Many empty nesters also keep the extra space for their kids, in case they returned back in the future.

Figure 5 Persons who changed residence within the last 5 years, census 2006. Source: (Spatial Analysis and Research 2012)

Several young families in the matter of fact are increasingly choosing to live with their parents for predominately economical reasons, also many
empty-nesters accommodate one or more of their parents (Sweeney Research 2006). These are positive trends in the context of this report. The
proposed strategy tries to accelerate and facilitate for these trends by eliminating several constraints.

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Components of the practice
Table 2 clarifies the different sides of the practice and what possible actions to be taken by the concerned parties1.

Table 2 The different sides of the practice and possible responses

ASPECTS DETERRENTS POSSIBLE RESPONSES TOOLS/PARTICIPANTS
Common Leasing-out is associated with more responsibilities Out-sourcing the responsibilities and Property Manger to facilitate the
Understanding and tasks. tasks to a third party process
Leasing-out would compromise the privacy of families Ensure privacy through use of materials Contracts & Architects to provide
and proper layout professional advice
Lack of interest Illustrating the hidden social & financial Media
potentials
Wealthier families live in bigger houses highlighting current changing trends, and Media
normalising house sharing
Moving will result in losing friends and community Eliminating the need for moving by Architects to give professional advice
values updating the house
Material The house layout is too difficult to be altered and it Provide more information for the families Architects to give professional advice
Infrastructure would cost too much to make informed decisions

Material Current house has a preferred location, proximity to Provide onsite solutions without the need Architects to give professional advice
Infrastructure amenities, green spaces ... etc for relocation
No demand for new accommodations in the area Facilitate access for potential renters Government and educational
institutions to create the demand
Practical Knowledge After living for years this way, there is no other way to Provide onsite solutions without the need Architects to give professional advice,
live for relocation government to create demand
Familiarity with the area Provide onsite solutions without the need Architects to give professional advice
for relocation
Rules Building regulations preventing house modification ease building regulations and providing Local governments
incentives

1
Chosen aspects are based on a lecture presented by Dr. Susie Moloney (Moloney, S. 18 April 2012. From behaviour change to social change. Lecture at RMIT.)

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Section 2: Rationale for and the design of the strategy

It is clear from the analysis in the previous section that several actions need to be taken on different levels in order to change the practice. This
requires the involvement of different parties from private and public sectors. Initiated physical interventions by landlords are necessary to upgrade
and enable the houses, while Media utilisation is paramount in providing the necessary information and shifting the negative attitudes.

On another side, the creation of considerable demand for such living spaces is also necessary for this endeavour to kick-start. As mentioned earlier,
most of the demand for new housing is expected to be accommodated in other areas including the Greenfields. A transient residential population is
believed to able to blow life in this new trend. The proposed strategy is learning from the success of inner Melbourne in targeting international
students through the easements in regulations that allowed for the emergence of students’ oriented living spaces (e.g. high density accommodations
with low requirements for car parking) (Tsutsumi & O'connor 2005). These updates in building regulations was triggered by governmental decision to
open education for international students and to streamline visa acquiring processes, besides the active involvement of the major educational
institutions in providing for and adapting to the needs of the international markets (Tsutsumi & O'connor 2005). The strategy will make use of these
existing polices and governmental structures to target almost untapped sector of the international students, namely: those with worried families.
Here again, the active involvement of the educational institutions is indispensable. However, the focus is shifted to middle suburbs that hold
educational institutions or have easy accessibility through public transportation.

An endeavour with this magnitude needs to be institutionalised to provide accountability and a point of contact for all the different parties, in
addition to efficiently manage all the related procedures. This new organisation needs to work in close coordination with local governments and
educational institutions. It has to have the capacity for providing technical architectural advices and for managing the database and contracts, in
addition to following up with families and students for resolving any emerging issues. The organisation needs to have a social face as well through
organising events and activities for the students and their hosting families.

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Addressed Challenges
The strategy facilitates change through focusing on physically modifying houses. These modifications are not considered by many families due to
technical, financial or personal reasons. The strategy tries to address all of these factors in reasonable and professional manner, working with the
families to reach to the best solutions. The strategy also provides flexible and relatively short term commitment for families, based on the services
they are willing to offer and the type of students they expect. After concluding their contracts, families may renew or opt out and offer the extra
space in the market.

Seized Opportunities
Families entering the empty nest phase of their life pass through a psychologically critical stage as clarified by different studies (Robinson 2010, 60
Minutes Friday 4 Nov. 2011, Europe Intelligence Wire 5 Aug. 2005). Being parents for the most of their life, many empty nesters find it hard to adapt.
The strategy tries to provide an option for these families to move gracefully through this stage. Also it provides an opportunity to know other
cultures, especially with more free time available for families without children. On another side, the strategy utilise redundant spaces and turn them
into revenue source for families. Table 3 lists the various benefits the strategy aiming at across sustainability triple-bottom-line.

Table 3 Benefits across the triple bottom line of sustainability

AREA BENEFITS
Environment Use space efficiently through more density and less area per person. Less energy consumption per person. Less need for
new infrastructure/constructions. Little need for parking and high opportunity to vitalise public transportation
Society Building social capital through cultural exchange and emotional satisfaction for both generations. Increased level of
safety. Building international relations and sharing the Australian values i.e. international students as ambassadors for
their original countries and for Australia
Economy Revenue source for hosting families. Generating new direct & indirect jobs. Targeting almost untapped sector of the
international students blocked by family’s worries

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Other organisations
The home-stay business is already established in Australia providing services for the international students. Concerns regarding the quality and
regulatory of this section resulted in creating “The Australian Homestay Network” a governmental entity responsible for ensuring the quality and the
compliance of this sector to regulations (Australian Homestay Network 2012). In this context, the private service providers in Australia are many,
Table 4 lists some of these companies.

Table 4 Selected home stay service providers in Australia

Name Web Site
AUZZIE FAMILIES Homestay Care http://www.auzziefamilies.com/
Global Experience http://www.globalexperience.com.au/
Homestay Experience http://www.homestayexperience.com/
HOMESTAY NETWORK http://www.homestaynetwork.com.au/
Homestay Web http://www.homestayweb.com/
Oz Homestay http://www.ozhomestay.com.au/

All of these businesses are profit oriented targeting wide sector of students and families. The services provided are very basic with no value adding
experiences for families or students. On another level, one international not-for-profit organisation is worth mentioning. It is called Homeshare
International (http://homeshare.org/). This organisation is also concerned with matching students with old age home providers. However, the focus
is on people in need of special care normally 75+ years old. The student in this case helps in house duties as part of his commitment. The targeted
sector for the presented strategy in this report is the 45-75 years old empty nester.

Key Stakeholders
The strategy involves many participants and Table 4 lists the key stakeholders in this strategy. The table identifies their roles, drivers and the ways
they need to be addressed, in addition to the priority levels of the different actions.

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Table 5: key stakeholders in the strategy, their priorities, drivers and ways to influence them

Name Role Drivers Strategy tools Priority
Empty nesters Providing house, possibly Psychological, having more free- Reach to families, provide Very
escort and some household time, interest in learning new information, provide free professional High
services such as: cooking, things, revenue source advice for modifying houses,
cleaning, laundry... etc. coordinate and pay for construction,
match with students, resolve issue
and disputes, provide social activities
with Students
International Rent the space Getting education, practice English, Reach to students, provide Very
Students seeing new places information, facilitate procedures, High
match with families, resolve issue and
disputes, provide social activities with
families
Educational main reason for international Reaching a new sector of students Work and Coordinate with Very
Institutions students to come, support in i.e. those with worried families Educational Institutions High
establishing the organisation,
providing space, marketing
Media Reach Families and Students, Part of the business as usual, profit Carry out marketing campaigns Very
provide Information, affecting through television, radio and printed High
families and students decisions materials
Internet Information source. Facilitate Part of the business as usual Launch an official website Very
procedures including: booking, High
payment and reservation
Families of Int. Sponsor the students covering Peace of mind if worried on their Reach to the families, provide High
Students travel, education and rent young kids, cultural issues information, facilitate procedures
(including services). including food and religion
Local Data source, regulations and Activating their areas, supporting Coordinate with local governments, High
Governments development guidelines, local businesses lobby for the easement of some
marketing support restrictive building regulations

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Name Role Drivers Strategy tools Priority
Central Subsidies, political support More foreign currency and Use official channels to register the High
Government business encouragement, jobs organisation and get official support
creating
IDP Marketing, link with student Part of the business as usual Support with marketing materials and High
and their families, facilitating information through universities.
their procedures
Finance sector and Finance the work Part of the business as usual, profit Ensure being eligible for short term High
banks financing options
Architects Professional requirements for Protecting members’ interest Employ a registered Architect or seek Medium
association modifying houses official architectural consultancy
Civil Engineering Professional requirements for Protecting members’ interest Employ a registered Engineer or seek Medium
association modifying houses official Engineering consultancy
Local Businesses Places for marketing and giving Part of the business as usual, profit Carry out marketing campaigns and Medium
information information provision in local
shopping centres and malls
Builders Do building modification Part of the business as usual, profit Assign recommended builders Medium
Lawyers prepare the agreements with Part of the business as usual, profit Assign recommended law adviser Medium
families and students
Empty Nester’s Give advice, assuring the Concern for emergency cases or Reach through media Low
families hosting families possible house accidents
Other relatives Give advice Ethical Reach through media Low
and friends
Overseas Competition losing potential customers Provide better service Low
Universities
Real Estate Agents Facilitating the renting of losing potential customers Explain the scheme for agents as Low
other types updated houses add to their business
in the future
Real Estate Build new houses losing potential customers Ensure central & local governments Low
Developers support

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Time frame and milestones
The strategy is intended for 5 years period with main activities as identified in Table 6 2. As per the timeframe, establishment of the organisation is
expected to conclude by midyear 1. Registration of interest needs to overlap with this activity, while the construction process needs to start as soon
as the organisation is established to conclude before receiving the last group of students by end of year 4. Reception of first group of students will
not be possible before the end of year 1 with availability of some upgraded houses. Group sizes are intended to increase incrementally with the
additional numbers of enabled houses. A marketing campaign will accompany the activities from initiation date till receiving the last group.

Table 6 Five years strategy

Activity year 1 year 2 year 3 year 4 year 5
Establish !nter & secure funding
Register interest from hosting families
Construction works
Receive & supervise students for the 1st year
Receive & supervise students for the 2nd year
Receive & supervise students for the 3rd year
Receive & supervise students for the 4th year
Marketing

2
for detailed information on the full process please refer to Appendix 2

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Limitations and Conclusion

Increasing residential densities in existing areas will clearly have many environmental benefits. Nevertheless, it may include several downsides that
need to be tackled separately and preferably on a bigger scale. One immediate problem may be the increased travel distances for many students and
future residents. In this context mass transit options need to be considered. The location selection and the intended concentration of students have
to be driven by this factor by using already existing public transportation or vitalising new services.

On another side, the strategy depends strongly on the support and corporation of local governments and educational institutions. Some of the
educational institutions have established businesses for accommodating students and they may feel threatened by such strategy. In this context, it is
important that the strategy confines itself to the targeted community sector and the identified category of the international students, normally out
of reach of many educational institutions. This would help to win the support of such institutions. For the local governments, changing building
requirements may be long and tiring procedure. The direct and indirect economical benefits to the area need to be clearly presented to decision
makers to be able to initiate such changes.

Finally, the strategy will always need the corporation of all the related parties in order to be able to produce effective results. The institutionalisation
of the strategy is hoped to facilitate this requirement, in addition to building assets and networks that can be put in a different positive use with the
conclusion of the strategy.

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Appendix 1 House Modification
Australia has the biggest houses in the world with average house of 240 m² (Johanson 2011). In the following is a possible architecture modification
for an average area house with a common layout in Australia. Original layout based on (Herald Sun 2012).

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Houses have different layouts and they differ in level of intervention needed, hence a professional advisory is intended to be an integral part of the
strategy. In this example it is possible to have complete separation or to be internally linked if families are related. It is clear that the needed spaces
for the 1st family are barely affected by these modifications and the same area is now accommodating 2 families. The separation wall may have
enforced insulation to ensure convenience. A full scheme would also include a solution for entries and exits.

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Appendix 2 Process

Create !ner, not-for-profit organisation.
Secure a grant/ starter
Prepare a profile to apply for financing
Identify possible action areas i.e. middle suburbs, coordinate with TAFE/Universities
Launch a web-site and conduct a marketing campaign in Australia and overseas
Register Interest
Build database
Provide free inspections & Architectural Advice
Prepare plans, discuss with families (separate / semi-separate options)
Secure funding and carry out modifications to accommodate students
Cost of construction to be repaid by rent
Return period same as student contract time starts with 3 months flexible term. Financial expertise required.
Match students/families based on requirements (food, age, services ... etc)
Follow up and resolve conflicts
Feedback from students & families
At contract’s end, families may renew or opt out
Houses are updated and are ready to be offered for rent

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References:

60 Minutes. Friday 4 Nov. 2011. The Empty Nesters [Online]. TV Report. Available: http://sixtyminutes.ninemsn.com.au/article.aspx?id=8369951.

Australian Homestay Network. 2012. Welcome to the Australian Homestay Network [Online]. Available: http://www.homestaynetwork.org/ [Accessed 19 May,
2012].

Department of Infrastructure 2002. Melbourne 2030: Planning for sustainable growth. Melbourne: State of Victoria.

Europe Intelligence Wire. 5 Aug. 2005. Lament of an empty nester. General OneFile [Online]. Available:
http://go.galegroup.com/ps/retrieve.do?sgHitCountType=None&sort=DateDescend&inPS=true&prodId=ITOF&userGroupName=darebin&tabID=T004&sea
rchId=R1&resultListType=RESULT_LIST&contentSegment=&searchType=AdvancedSearchForm&currentPosition=1&contentSet=GALE%7CA134929617&&d
ocId=GALE|A134929617&docType=GALE&role= [Accessed 26 May 2012].

Glenn, T. 2011. Are empty nesters moving to inner-city apartments? Available: http://blog.id.com.au/2011/demographics/inner-city-apartments-housing-trends/
[Accessed 18 May 2012].

Griffith, A. 2010. A profile of high-rise apartment dwellers in City of Melbourne as of 2006. Melbourne: City of Melbourne.

Herald Sun. 2012. Home Addendum. Sat.19 May.

Johanson, S. 2011. Australian homes still the world's biggest [Online]. Available: http://www.theage.com.au/business/property/australian-homes-still-the-worlds-
biggest-20110822-1j5ev.html [Accessed 26 May 2012, 2012].

Moloney, S. 18 April 2012. From behaviour change to social change. Lecture at RMIT.

O’leary, J. 2006. The Housing Decisions of Empty Nesters. Melbourne: Department of Sustainability and Environment.

Population Division D E S A. 2006. World Population Ageing: 1950-2050 [Online]. United Nations. Available:
http://www.un.org/esa/population/publications/worldageing19502050/pdf/027ausne.pdf [Accessed 19 May, 2012].

Robinson, D. 2010. Empty Nest – He’s Leaving Home [Online]. Available: http://www.australianwomenonline.com/empty-nest-hes-leaving-home/ [Accessed 26
May, 2012].

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Spatial Analysis and Research 2012. Victoria in Future: Population and Household Projections for Victoria and its Regions 2011–2031. Melbourne: Department of
Planning and Community Development.

Sweeney Research 2006. Insights into the Housing Decision Made by Empty-Nesters Melbourne: Department of Sustainability and Environment.

Tolhurst, C. 2011. Downsizers feeling the squeeze [Online]. Available: http://news.domain.com.au/domain/home-investor-centre/downsizers-feeling-the-squeeze-
20110617-1g6gp.html [Accessed 18 May, 2012].

Tsutsumi, J. & O'connor, K. 2005. international Students and the Changing Character of the Inner Area of a City: A Case Study of Melbourne. State of Australian
Cities National Conference. Brisbane.

Woodcock, I., Dovey, K., Wollan, S. & Beyerle, A. 2010. Modelling the compact city: capacities and visions for Melbourne. Australian Planner, 47 (2): 94-104.

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