Ageless at Work - Skills for Care

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Bournemouth, Bristol and Plymouth that have the lowest percentages of workers aged over 55 (roughly one-in-six) and the (largely) urban areas of Devon, Poole and Dorset where at least one-infour adult social care employees are aged 55 and over. Figure 4 Broad age structure of the adult social care workforce by sub-region; April 2009 Under 24 25 to 54 Over 55 Bournemouth 12 71 17 Bristol 11 72 17 Plymouth 13 69 18 England 11 70 20 Wiltshire 13 67 20 Somerset 13 67 20 North Somerset 10 70 20 BANES 14 65 22 Cornwall 13 65 22 Swindon 8 70 22 Glos. 9 68 22 South West 11 67 22 Torbay 10 67 23 S. Gloucestershire 9 67 24 Dorset 14 61 25 Poole 7 66 26 Devon 9 64 27 Source: Annual Population Survey 0% 20% 40% 60% 80% 100% What are the implications of demographic change for the sector? Demographic change has substantial implications for the adult social care sector and has been one of the key drivers behind the transformation agenda 16 (HM, Government, 2005 and 2008). Briefly, these changes can be summarised as those affecting the social care workforce and those that affect the level or nature of demand for adult social care services. Figure 5 illustrates how demographic ageing is projected to affect population of working age in the South West. 16 Other drivers are social, technological and economic. Ageless at Work: Change workplace cultures, development skills. Good practice report 51
Figure 5 Projected working age population by broad age group, South West, 2007 to 2027 1400 16-19 20-24 25-39 40-49 50-SPA 1200 1000 800 600 400 200 0 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 Number of residents in each age group Source: ONS Sub-national population projections The chart shows that most of the growth in the working age population will be among the group aged between 50 and state pension age (currently below 60 for women and below 65 for men). This is largely because the state pension age for women is due to rise gradually to 65 between 2010 and 2020, meaning that more older women will be classified as of working age. Thereafter, the state pension age of both men and women will rise to 68 by 2046. These changes mean that the share of the working age population that is aged 50 and over will increase from 27% in 2007 to 33% in 2027. In 1987 – twenty years ago – it was 22%. The prospect of one-in-three of the working age population aged 50 and over is already a reality in West Somerset and some parts of Cornwall, Devon and Dorset. Furthermore these ‘older’ areas are projected to age faster than younger ones – such as Exeter and Bristol – increasing the difference between the two. This means that the age structure of the labour pool will vary significantly depending on the location of the business, requiring locationspecific strategies to fully utilise the labour and skills available to the business. The number of young labour market entrants will not change significantly over the next twenty years and will account for a falling share of the working age population. Given that there will be a great deal of competition to recruit from this relatively small pool of labour market entrants, the adult care sector will need to explore other sources of labour – including currently under-represented groups such as men, those of state pension age, women returning to the labour market following absence, and migrant workers. Demographic change will also impact on the level and nature of demand for services. This is because the number of people in the age groups who are the heaviest users of adult social care will increase substantially. This expansion is illustrated in Figure 6. This shows that the number of residents aged 80 and over will double over the next 25 years, and those aged 60 to 79 will increase by almost half. In contrast, the population aged under 60 is only expected to increase moderately (by 12%). 52 Ageless at Work: Change workplace cultures, development skills. Good practice report
Page 1 and 2: we help create a trained and qualif
Page 3 and 4: CONTENTS 1. Introduction ..........
Page 5 and 6: Index of Tables Table 1 Six things
Page 7 and 8: While organisational change had bee
Page 9 and 10: 2. POLICY CONTEXT Why and how is ad
Page 11 and 12: Ensuring the right steps are taken
Page 13 and 14: Table 3 Workforce remodelling: prio
Page 15 and 16: What is already happening to suppor
Page 17 and 18: Personalisation agenda as set out i
Page 19 and 20: Responses to an open question about
Page 21 and 22: What works in enhancing leadership
Page 23 and 24: Skills for Care London also trailed
Page 25 and 26: Table 7 Engage the workforc
Page 27 and 28: Table 8 What needs to be done to in
Page 29 and 30: • Support and enable people to us
Page 31 and 32: People who use services as drivers
Page 33 and 34: There is also evidence that older p
Page 35 and 36: - Training conflicted with the work
Page 37 and 38: articulate the experience, knowledg
Page 39 and 40: ‘unlikely’ learners 12 aged 55
Page 41 and 42: personalisation’. The results of
Page 43 and 44: Mentoring is cited as a “fundamen
Page 45 and 46: • Yearly (or more frequent) suppo
Page 47 and 48: Secondly, the project could test ne
Page 49 and 50: Figure 2 Vacancies notified to Jobc
Page 51: A recent survey by the ADASS/LGA (2
Page 55 and 56: Table 15 Trends and drivers affecti
Page 57 and 58: Table 16 Health status of the popul
Page 59 and 60: Table 16 Main features of the ‘in
Page 61 and 62: 6. RECOMMENDATIONS FOR PROJECT ACTI
Page 63 and 64: Activities that challenge older wor
Page 65 and 66: ECOTEC (Undated) European Social Fu
Page 67: Tick Tock (2007) Tick Tock: An EQUA

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