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It is not possible to reproduce the whole document, and it cannot be downloaded ,as yet from the web. So interested parties will have to request or order the document from DTI Foresight, this can be done via their web-site. Foresight is about identifying opportunities and challenges, and other Foresight programmes may also identify these and we may become involved in such cross over projects. ‘The Age Shift has identified a number of challenges that will affect both NHS Ambulance Services or other Ambulance Services. These services may not recognise that the APP panels conclusions may have some very severe effects on its own workforce employment, and that this may need considerable advance planning and possible changes in methods of current employment by 2010, and that action may be required as early as 2000/01. The BASP Panel Chairman has already identified a number of challenges, and has concluded that the BASP Panel should study this report, in order to identify more. The Panel would also like all Web-site Panel members to also contribute in this project. Below are a few extracts as an opening for debate. APP have identified ‘an age shift which would impose an unsustainable tax burden by 2030, there will be more people of retirement age than there will be in there mid-30s. There will be Governmental issues raised, such as Developing Policy, Regulation and Legalisation. and a need to research, education, training and skills in this wide context. ‘By 2020 there will be as many 20-39 year olds as there are over 60s’ The panel predict that the shifting age balance will make the trend towards earlier and earlier retirement unsustainable by the 2020s, and that the Government will need to revise its strategy. One option is to raise the pension age in line with life expectancy, a more radical change would be to do away with the setting of retirement ages. Reversing the trend to early retirement. ‘ The shifting age balance of the population will make the trend towards earlier and earlier retirement unsustainable by the 2020s. The Government will need to revise its strategy. One option is to raise the pension age in line with life expectancy. A more radical change would do away with the setting of retirement ages. The Main purpose of reform should be to encourage choice on fair terms and treatment of older people on the basis of their competencies rather than their age. At present there are incentives within private pension schemes and social security that encourage early departure from the labour force. These need to be removed, so that older individuals can choose how to spend their time- whether to stay in or leave the workforce- on their own terms within a neutral framework. More older workers The growing number of older people provides a major resource of skills and experience for employers. To keep older individuals in the workforce- and to attract back retired people - employers will need to make jobs more desirable. Employees will demand greater autonomy in the work place and more control over the balance of work and leisure. Gradual retirement will also be attractive to some older workers. In addition to mainstream jobs, older workers will often seek looser forms of employment. These include sub-contracting relationships, shorter hours or fewer working days, and more work done through telecommuting. Many older people can also be expected to participate in a wider range of voluntary activities. Strategies that retain older people in the workforce will help fill the gap left as the number of younger people decline. BASP identified challenges for Ambulance Services Ambulance Service Operators, especially NHS Ambulance Services will have to reconsider methods employed for the retirement of older operational staff, as these people will become a major resource of skills and experience NHS Ambulance services will have to adopt changes in attitudes towards its middle aged employees now, otherwise they may well find that their workforce in 2020, will not want to be retained by current employers. All Ambulance services will have to consider more simplistic reliable systems by using advanced technology, especially in control and command systems Age will become irrelevant in the labour market, as individuals value to employers, becomes more based on skills and competencies, not on chronological age. With a mortal decline in the number of younger workers, downsizing of older employees will cease to be an option for most services.. All employers will need to develop schemes to retain older workers, and ensure that their skills are up to date. These will include enhanced training programmes and initiatives to maintain health and fitness. Family friendly policies will need to be extended to also take account for the increasing number of middle aged workers, who may be caring for elderly dependants Work patterns will have to become more flexible, as the younger employment market becomes condensed,, and the combination of life expectancy and possible lower rates of financial return is likely to make earlier retirement more difficult. The perception of the old as frail and technologically out of touch has created a damaging stereotype. Indications are that many more older people are living longer, healthier and active lives. Current use of the Internet shows that older people do switch on to IT products that are relevant to their lives. ‘SOME INITIAL CHANGES FOR CONSIDERATION BY AMBULANCE SERVICES identified by BASP Many current NHS management attitudes in employment of operational Ambulance staff will have to be revised, particularly towards those in their mid 30s, who will become the major resource of skills and experience within the next twenty years, otherwise these skills will be lost to the NHS. Policies will have to be implemented to counteract damaging stereotyping, that older employees are either frail or technologically out of touch. Ambulance Aid and duties, be they basic or extended skills are all based on all important experience elements. Practices that only Graduates have the ability to absorb Technical knowledge will require elimination at all levels of the service. Service employment policies will have to be reviewed, in order to the retain skills and experience of operational staff, who through reasons of either ill health or accident, may no longer be fit for full operational duties. For example emergency control room duties, Emergency Planning, involvement in accident prevention Training for the Public, accident prevention investigation, third manning for staff training experience, special project development or just lighter duties on day working. In order to retain vital Accident and Emergency staff experience , changes will have to be made in working pattens, ‘adoption of the full range of duties’ may have to be considered in order to reduce the continual high emergency stress levels of experienced A & E Staff, and retain a more healthier employment force. Current younger (below 45 years) PTS staff will have to be trained to higher levels of Qualified Technician, and equipment levels on all PTS Ambulances will have to be reviewed to allow for greater utilisation of existing resources and staff experiences in order to meet increased future A & E service demands. The National Health Service will have to consider such matters as the Internal Market, and the need for routine appointment time schedules per the NHS Charter. A greater need has been identified for the Emergency patient, than those that are already in a place of safety, and other suitably qualified resources available through both the Private and existing NHS sectors could be utilised to far greater effect to fill the resource gaps in times of need. NHS Ambulance services should be suitably funded from central resources for NHS Duties within their respective service area, and the perceived need for additional income generation or contract generation should cease, it has become counter productive. NHS Ambulance services may have to consider more localised services and controls, in order to retain valuable staff, there will be a greater reluctance for older staff to relocate from established households, in a volatile regional housing market. Continual Regionalism of services will only create greater problems in the future as staff become reluctant to continually uproot. Management must therefore meet the workers needs, and that may include less management, and more reliance on experienced labour at local levels. Rural Ambulance services may have to consider using the services of Independent Ambulance Contractors, as individuals and as Companies to fill the ever increasing gaps in service provision. More NHS older staff will consider to become Independent providers, in order to control their own workloads, and hours of work. Increased complicated technology, and the desire to continue with ‘tried and tested methods that work’ will attract people away from NHS Services, especially from those services that are for ever attempting, to re-invent the wheel, or who introduce complicated technology, in order for management to justify their own individual existence. NHS Services must with some urgency reconsider a set National, consistent, inter-changeable frame work for Training, Equipment, and Vehicles so that familiarisation of new surroundings are minimised, otherwise younger staff will not be attracted to districts of lower recruitment, from districts of higher recruitment. Without, it may produce even greater recruitment gaps in districts that are not so popular, or that have higher housing prices and cost of living, such as the Major Cities. These are just a few of the challenges that may have to be considered by all Ambulance Services, management working practices will have to change, and Ambulance staff will have to become more flexible. The British Ambulance Services Panel, and Panel Wed-site members will identify more, some will require radical thinking, and considerations must be made against tried and tested methods. The problem of ‘The Age Shift’ will be a world-wide problem affecting all Industrialised Countries. Foresight is about Action not just words, Foresight is about doing thinks today to solve tomorrow’s problems. Foresight is about co-operation, not conflict, Foresight is about working together for the better of the Nation, and taking action now to ensure that people and organisations in the UK are better placed to respond effectively. So please give these identified challenges your active consideration, and place forward your thoughts, to the Panel, however radical. e-mail to BASP@ambulanceservices.co.uk or Fax to 0044 (0)1733-350112 or write to BASP C/o 21 Bassenhally Road, Whittlesey, Peterborough, Cambs. PE7 1RN gement, and more reliance on experienced labou.0илонскjkРorsИ ysmgagmamgsgmgmgmg8  @ a u Dјmф(P-R-ysysysysmg8  .0S|кšœ}.0пс%nРoa[[[UUUUUUUUUU[ :u :u РrК  @ „ _ a u FH–ХЧњќкмБГJyyyyyyyyyyyyssyssyyyyyJLъьrtъьмоWkm‘“ ƒK!yyyyyyyyyyyssyyyyyyyyyK!M!K"M"Z$\$%%ѓ&ѕ&т(ф(А)m*o*д*Ќ,Ў,њ,N-P-R-yyyyyyyyyyyyyyyyyssy R-[\РJK!R-]^_`Times New Romanаы .0  ТA….а>  ТA….а>dCompObjџџџџџџџџџџџџUџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџ