Wisdom, Wealth and Wellbeing - Torfaen County Borough Council

Findings, October 2011

Wisdom, Wealth and Wellbeing New Opportunities for a Connected Wales

Torfaen Local Service Board Cisco Internet Business Solutions Group (IBSG)


Wisdom, Wealth and Wellbeing (New opportunities for a connected Wales – Phase 1 findings) ____________________________________________________________________________________

“Europeans are now living two to three months longer for every year” rd

European Union: 3 EU demographic report, 1 April 2011

“Globally, people are living longer, healthier lives. This requires new ways of thinking” United Nations: World Population to 2300, 3 May 2011 _____________________________________________________________________________________

Outline Economic growth and community regeneration are current priorities for most countries, at national and local level. This is certainly true for Wales; the Wisdom, Wealth and Wellbeing programme was therefore launched there in March 2011 to address this urgency. (See http://www.torfaen.gov.uk/CommunityAndLiving/WisdomWealthAndWellbeing/Home.aspx).

This programme looks particularly at the relevance of two important trends: 1. People living significantly longer, healthier lives. (Our ability to participate actively in the economy and the community, and society’s need for us to do so, far exceeds expectations at the beginning of our lives) 2. The growing impact of networked communication technology (This is changing the way people of all ages, work, live, play and learn). Also at the heart of the programme is the concept of wisdom – ie the knowledge, talents and judgement, gained from education, work, social interactions and life’s experiences. Collectively, the wealth of wisdom in our communities is growing, as populations age. If recognised and unlocked effectively, this can be a considerable force for economic, social and intergenerational good. The programme’s specific aim is to validate this belief, working with the people of Wales (particularly those aged between 45-65 years old - the “pivot generation”), employers, political leaders and related groups, then to identify innovative ways to take advantage of this potential for the wellbeing of people, communities and the economy. The first step was a discovery phase, to understand current reality, including the aspirations and desires, opportunities and constraints of citizens, employers and others. This report summarises the findings.

Torfaen Local Service Board and Cisco Internet Business Solutions Group (IBSG)

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Discovery Between May and July 2011, approximately fifty in-depth interviews were conducted with a diverse array of citizens, employers and organisations from the County Borough of Torfaen in South Wales and related organisations across Wales and the UK. Five research organisations pooled insights from over forty different sources to add wider perspective, whilst other significant bodies helped to validate the findings and their relevance at a local, national and international scale (see Appendix B). This discovery work focused on assessing three main things: 1. Aspirations and attitudes 2. Capabilities and constraints 3. Communications and connections, with particular focus on testing the hypothesis on which the WWW programme was based. The findings were clear and consistent (see below), providing a strong basis to identify the most strategically-significant opportunity-areas for citizens, employers and the region. Strong links were also identified with other strategic priorities, at local and national level. These are appended, along with the core principles agreed for the WWW programme. This programme, including the research, is led by the Torfaen Local Service Board, collaborating with Cisco and with other advisory partners from different industry sectors.

Findings and conclusions The research findings identified a considerable and under-appreciated resource of wisdom in Torfaen and wider Wales – particularly within, but my no means limited to, the fastgrowing “pivot generation” of 45 to 65 year olds. Six over-riding conclusions were reached: 1. 2. 3. 4. 5. 6.

The Pivot Generation is real – and increasingly significant People want to be useful There’s a high demand for “life skills” Complex lives need greater flexibility Roles and needs evolve through the life course Communities and connections are hugely important!

Each of these conclusions will be explored in turn. _____________________________________________________________________________________

“Big thinking is required: a strategic vision of how we change the whole culture, for example how we think about wisdom” Alison Ward, Chief Executive Torfaen County Borough Council, 28 March 2011

“This is highly relevant. It’s really important to line up behind this agenda” Andrew Goodall, Chief Executive Aneurin Bevan Health Board, 17 June 2011 _____________________________________________________________________________________


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1. The Pivot Generation is real – and increasingly significant There was a strong confirmation that this generation is definable, given the pivotal role which it plays in communities, the workplace and across older and younger generations. People in this stage of life also have a huge collective wisdom, a strong desire to participate, and the worldly-wiseness to help do so effectively. The interviews showed that this generation is increasingly important to economic and social growth – one very positive and significant implication of our ageing society, albeit one which is under-addressed at present. This new reality resonated strongly for both citizen and employer. Comments made included: “This is hugely significant”, “We have a chance to make a real difference to people’s lives”, “I don’t know what it will look like, but I’m excited by the potential” “It’s good to see this generation looked at”, “This is about us! We’re the pivot generation!” The economic significance of this was reinforced by secondary research. Commentary on “ageing society” matters has now moved largely from simply identifying the magnitude of demographic change, or highlighting implications at the oldest or mostneedy part of that spectrum, to also recognising the benefit which the growing wealth of experience amongst increasingly healthy 40, 50, 60 year olds can bring. Some relevant headlines include: -

The highest rate of entrepreneurship is now found in the over 50s Employers are increasingly aware of the benefit of attracting, fostering and retaining the best talent and not losing skills and experience that costs a lot to retrain. £3-14 return is realised for every £1 invested in the mature workforce Wide evidence exists that mature workers are more engaged and effective (eg often better team players, more productive, have a stronger work ethic, are more reliable, loyal, experienced and wise, take fewer sick days and having higher job retention)

In Torfaen and other areas, the median age of all citizens is now in the 40s and rising. 45-65 year olds now typically make up over 20% of the population across Wales and the UK ie in Torfaen’s case, roughly twenty thousand people. This represents a considerable strategic asset – a wealth of experience and wisdom, capability and human desire to contribute to the economy and community.


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2. People want to be useful Most interviewees, regardless of their degree of activeness or capability, expressed desire to participate in ways that would make them feel useful, and at the same time have value to others. This self-motivation is critical if the increasing power of a maturing citizen and employee base is to be realised. As might be expected, the two most important considerations in life were identified as “family” (100% of interviewees) and “health” (90%). “Participation” in some useful way was the next most significant motivation highlighted, over 50% highlighting this explicitly and enough more-general comments being made to indicate that many other people feel that way too. Typical comments included: “I want to be engaged” “I need to continue to earn and to participate”, “I see myself using my skills”, “…working at something I like”, “…being involved”, “…still doing things in the community”, “…. being useful” Although in some ways self-evident, the strength of feeling observed was significant. Findings from international research reinforced this snapshot further. For example, a recent study of over 50 year olds confirmed that their reasons for staying at work were: 1. Mission / intrinsic value 2. Using skills and knowledge 3. Social value and structure to life 4. (and lastly): Money Related critique also identified that those in their mid 40s: “ …enter a new life phase – one where we want an identity, a pay cheque, and a sense that our experience is going to a good cause”. As another analyst put it: “The prospect of permanent vacation doesn’t feel intellectually stimulating, physically rewarding or financially viable” 3. There’s a high demand for “life skills” The response from employers and related groups was consistent and strong: there is high demand for people-orientated soft skills. Many people saw this as lacking in younger recruits, but possessed by older people with greater experience. For example: “45-65 is a peak age for vision, hand-on experience and a safe pair of hands” “We actively seek older workers” “The biggest gap with younger employees? Life skills” “There’s lots of untapped talent, but it’s often lost” Others, however, observed the reverse to be true, with the skills and experiences gained by younger staff being of high value to older colleagues. Overall, there was seen to be a lack of recognition or celebration of such skills, and of the processes to capture, showcase and transfer these to others.


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As well as general perceptions, specific opportunity areas were identified too, including sharing experience on employability, leadership and handling change, promoting passion for particular vocations (for example care), other specific 1:1 mentoring opportunities, and at system level, recognising the transferrable talents developed by employees who balance significant working and caring responsibilities. Research across other countries highlighted this potential even more, and its intergenerational significance: “The most effective teams are multigenerational” “Employers using experienced employees well are seeing productivity sky-rocket” “Quality advice reflects wisdom, which comes from history learned, not school” “Experience and wisdom are two of our greatest assets to transfer” “Mature workers are the fastest growing portion of the U.S. population” “Thank your many hours, jobs and exposures for teaching you to: o ask the right questions o smile in the face of adversity o be expert in conflict-resolution o make decisions based on imperfect information” 4. Complex lives need greater flexibility The research evidence pointed to lives that are becoming more complex, with a corresponding desire to find more flexible approaches which suit the needs and remove the constraints of individuals, employers and communities. People also have increased expectations of their own ability to live life in suitably flexible ways. In other similar studies, flexible working has been seen to now be the most-frequentlyrequested change for employees over 50. (Flexible working does not just mean home working but includes flexible hours and roles, methods and work locations) “Best employers” surveys by organisations such as AARP highlight alternative work schedules, life-long-learning, career training, and arrangements to allow caring for ageing families as key features of those deemed “the best”. Despite this, and the importance of flexible working practices for individuals, for employers to attract and retain the best talent, and for the economy overall, it was clear from the interviews that cultural norms have some way to go: “More flexible working that could fit around family would be good” “Many staff have personal caring roles; this is very relevant” “Talent is not holding us back, but enabling staff to manage complex lives is” “We have huge cultural issues around presenteesim” “Home working still invites blame and suspicion” “Colleagues are often more of a problem than managers!” “Flexibility for all life needs is critical for this to be accepted – not just certain cases” “The boss actively leading by example had much more impact than all the years of policy-definition combined!”


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This is not unique to Torfaen, with the increase in informal caring demands one particularly significant trend – also influenced heavily by our ageing society. UK research of 56-organisations, published in June 2011, showed that one in seven employees and rising now “care at a distance”. 60% of these are aged 45-64, yet despite this, 70% of employers have not identified this or anticipated the impact on their employees. 5. Roles and needs evolve through the life course There were many examples highlighted of how aspirations and needs, skills and expertise evolve throughout the life course, and the life transitions within this. Along this path are changes in circumstance and transition points – some inevitable, some voluntary and others enforced. The need for a holistic approach was identified strongly, one which anticipates transitions and facilitates the effective application of wisdom and skills across life-stages, between generations and across departmental and organisational boundaries. Many specific illustrations emerged: “I don’t know what’s ahead: that a real worry” “How do I sell my “soft” skills?” “How do we retain goodwill and experience when we have to lose staff?” “Could we tap the passion of older staff to inspire new recruits?” “Many people don’t appreciate the value of what they know” “My wife is an ex-nurse with desire and capacity, but doesn’t know what’s out there” “One particular employee evolved from a hands-on role, to helping others to do so” It became apparent that, within the pivot generation in particular, most people are either approaching, amidst, or recently came through a significant life transition. Other examples cited included: • • • • •

Senior public servants with more than 25 years experience approaching early retirement and looking for new and desirable opportunities. Families having recently moved home, needing to establish new contacts, networks and employment opportunities Couples re-evaluating what they want to do with the next stage of their life, having worked for 30 years and their children now having left home Others whose own parents now need significantly more care, prompting the need for increasing flexibility to balance work, caring and other parts of daily life Financial experts finding their skills in demand from other local businesses

Global research and guidance reinforced this strongly: “Help all staff to identify themselves by their skill-sets, not their role or organisation” “Develop coherent career narratives, to benefit your staff and your business” “A second career may last 10-25 years: invest in it” “Learning whilst working is valuable all-round” “Changing jobs upgrades skills; personal development takes off” Fully unleashing the talents of the pivot generation therefore requires approaches which help address these new realities for individuals, using all available tools to help do so.


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6. Communities and connections are hugely important! Wales boasts a strong and unique sense of identity which crosses local communities, regions and the nation as a whole. Understanding how this can create strategic advantage is a fundamental goal of the WWW programme. So too is exploring the value which high speed broadband connectivity can bring through enhanced communication and interaction, access to knowledge and networks of people, and the removal of constraints such as those of location and mobility. The Welsh community ethos was seen by citizens and employers to be a potentially powerful differentiator, if it can help collective wisdom to be harnessed in an impactful way – for example using the capabilities of broadband connectivity: “The ability to collaborate with others is really important” “Connections are critical if we are to be best in class” “High speed broadband would be great. When it’s slow, it’s frustrating” “Video links could offer major potential” “Human aspects are key, and technology can be a massive enabler for this” International evidence confirms the dramatic ways in which networked communications and their enabling platforms are affecting society, impacting relationships and enabling people to interact meaningfully. Headline examples include how: • Network speeds have increased 18 million times since 1996 • Humans created more information in 2009 than all previous years combined • Video interaction is increasingly replacing voice communication across high street retailers and banks • 10 percentage points of broadband penetration results in 1.2% increase in per capita GDP growth in developed countries. (Ref the World Bank) • Whilst the radio took 38 years to reach 50 million users and the TV 13 years, the Internet took 4 years - and Facebook less than 1 year to reach 100 million Some concerns were expressed in the interviews too, for example around technology service levels and reliability, as well as cultural attitudes to new ways of working: “3 months to connect a phone?!” “Our connectivity is ridiculous” “It’s hugely demotivating when it goes down” “We need to ensure using new enablers to increase access and inclusion does not inadvertently exclude other people” “I would hate to have to work from home all the time” However, most people that have had the opportunity to gain value from broadband connectivity and the possibilities it enables see it as a baseline, a must-have for the future – a view shared by the United Nations in concluding that this is now a basic human right. __________________________________________________________________________________

United Nations. 2011: “Broadband is now a human right” _____________________________________________________________________________________


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Summary The research focused on understanding today’s realities within the County Borough of Torfaen in Wales. However the wide combination of insights and validations gained reinforce the relevance of this understanding both nationally and internationally. In particular the research provides a voice to the fast-growing “Pivot Generation” of people aged 45-65. It provides deep insight into their motivations, concerns and opportunities to thrive, and to the significance for economies and communities of nurturing the huge, growing wealth of wisdom which this generation represents. The research outcomes helped the Torfaen Local Service Board leadership team to identify ideas to help address some of the most significant priorities in South East Wales. The most relevant and exciting of these were selected, given the programme intent and research findings, and the degree to which high-speed broadband can help make a significant difference (see Appendix A). These ideas will now be developed further and pilot projects progressed, at the same time as addressing the values, approaches and enablers needed for large-scale, lasting value. One central part of the pilot work will be testing the degree to which visual, interactive and connected approaches are more effective, efficient or desirable than alternative ones. The findings from the research work already completed should add value in their own right too, as fresh stimulus and reinforcement for other leaders who seek to improve the wellbeing of people and communities, employers and the economy. In particular, they should help to increase understanding of the potency of combining economic growth objectives with new opportunities brought by pervasive, high-speed broadband connectivity, and by people living significantly longer and healthier lives than ever before.

__________________________________________________________________________________

“Wales has achieved significant recognition for our approach to ageing. We have to continue to stretch our ambition” Ruth Marks, Older People’s Commissioner for Wales _____________________________________________________________________________________ __________________________________________________________________________________

Sophocles: “Experience makes the difference. Wisdom outweighs any wealth” _____________________________________________________________________________________

Links: www.torfaen.gov.uk/CommunityAndLiving/WisdomWealthAndWellbeing/SevenProjects.aspx www.cisco.com/go/ageingwell www.olderpeoplewales.com


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Appendix A - Opportunities

Seven particular ideas emerged e as the most relevant and exciting, given the programme intent and research findings. (Ref Summary). These were seen to have the most scope to benefit people, communities and the economy within the Torfaen and wider Wales context context, and for broadband-enabled enabled communication to make a significant difference in doing so: 1. Wisdom Bank * - An A on-line line showcase of people’s skills and capabilities to help individuals and employers. employ It will be a highly visual and connected resource which allows people to showcase se their transferrable skills and address transition points effectively, effectively and employers to help meet specific business needs 2. Wisdom Link – The ‘community communication platform’ to deliver and provide access to the Wisdom Bank and all other relevant services - from where ever is most useful, including employers’ premises, homes, home , community facilities and via mobile devices 3. Amazing Eight – Showcase and celebrate some of Torfaen’s wealth of talent (eg eight inspirational people, students, employees, places or personal stories). Do so in a highly visual, multi-channel, channel, one-to-many one many way. Inspire others, generate “buzz”, and promote the values behind the WWW movement. 4. Celebrate Flexibility – Establish inspirational examples of the true ethos of flexibility for businesses and employees, showing the personal and economic value value. Provide proofpoints of how this,, helped by new technology options, helps employers attract and retain the best talent, enables complex live to be managed and is good for the economy ove overall 5. Open Torfaen - A web-based platform to inspire and capitalise on innovation, hence fuel economic and personal growth. Enable ideas to be placed, expertise found, networks built and funding obtained, generating incentive and an “innovation buzz” 6. Virtual Mentor – Establish rich mentoring support, using experience to help others overcome life issues. Foster this between generations, using the easiest and most useful routes at any ny given time, including web- and video-enabled enabled options 7. Learning Hub - Provide a community educational network to maximise learning potential through inter-generational inter support. Enable this through communication technology, including use u of community facilities and remote access Each idea or its variants has the potential to add significant value in different situations situations. The next programme phase is now addressing how that value can be realised in Torfaen and surrounding region, region including testing the degree to which visual, interactive and connected approaches are more effective, efficient or desirable than alternative methods.

*All titles are working titles

Torfaen Local Service Service Board and Cisco Internet Business Solutions Group (IBSG)

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APPENDIX B – SOURCES Interviews: • Citizens of Torfaen County Borough, Wales • Chief Executives and Chairmen, Directors and Managers from Torfaen County Borough Council, Aneurin Bevan Health Board, Gwent Police, Bron Afon Community Housing, Melin Homes, Carers UK, Carers Wales, Chamber of Commerce South Wales, Wiltan, Third Millenium, Cisco Sources cited in this report: 1. United Nations, 2011 2. European Union, 2011 3. Kauffman Foundation, May 2010 4. NESTA, 2010 5. AARP, 2008 6. Seattle Longitudinal Study, 1956-2010 7. Oxford Institute of Ageing / HSBC, 2006-2008 8. Workplace Institute, 2011 9. Wharton Business School, 2007 10. Chartered Institute of Personnel Development, 2011 11. Marc Freedman, Civic Ventures, 2010 12. Cisco Internet Business Solutions Group, 2008-11 13. Article Base, 2010 14. Baby Boomer, 2011 15. Employers for Carers, 2011 16. Institute for Employment Research, Warwick University, 2011 17. European Centre for the Development of Vocational Training (CEDEFOP), 2010,11 18. Andersen Consulting, 1997 19. World Bank, 2009 20. Welsh Government, 2009,10 21. Office of National Statistics, 2010,11 Other main reference points: 22. Money magazine, 2010 23. Ezine Articles, 2010 24. MetLife mature Markets Institute 25. Global Urban Development, 2010 26. Parisi, Rebok et al, 2009 27. Sloan Center on Aging & Work, Boston College, 2009 28. Aging & Work, 2010,11 29. Council for Adult and Experiential Learning, 2009 30. O’Reilly and Caro – Productive Aging, 1994 31. International Federation on Ageing, 2010,11 32. Glamorgan University, 2011 33. International Longevity Centre, 2011 34. Active Age, 2011 35. eMarketer, 2011 36. US Department of Labour, 2008 37. Management Issues.com, 2007 38. Euromonitor / Manpower Inc, 2008 39. Swansea University, 2011 40. Independent Age / Calouste Gulbenkian Foundation, 2010 41. Social Innovation eXchange / Young Foundation / Cisco, 2010 42. World Economic Forum, 2011


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APPENDIX C – RELATED INSIGHTS R

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Appendix D – Relevance, locally and nationally This initiative will inform and complement other significant agenda items, including: 1. Economic renewal – Gain relevant insights, particularly on being a “great place to live and work”, and on “broadening and deepening skills”. Look specifically at the fastestgrowing and largest volume of Welsh wisdom and working talent: the 45-65 year olds. 2. Public Service Improvement – The career continuum of Welsh citizens cross-generation, the related “social contract” and core enablers to make this work, is increasingly relevant and significant. As yet this has not been given serious attention - anywhere globally. 3. Innovation and Efficiency – This whole project is about innovation: finding then testing out radically new approaches (in this case in the work and learning field) which can improve desirability, effectiveness AND efficiency. (Get more with MORE!) 4. Digital agenda – A central premise of the project is that new communication options, many enabled by high-speed broadband, will have a powerful, liberating effect. What is discovered will help accelerate digital strategies nationally and locally – and tap into some of the world’s leading technology experts and practical innovators to do so. 5. Rebranding Wales – This project should inform directly this “rebranding” effort, announced publicly in January. Wales’s appeal will surely come heavily from its people, its culture, its environment and connections – combined in an innovative and forwardlooking way. The Wisdom, Wealth & Wellbeing programme reflects that in large measure 6. Strategy for Older People in Wales – Key themes of the strategy include “Promote and develop older people’s capacity to continue to work and learn for as long as they want”, “Promote and improve wellbeing” and “Promote positive images”. This programme will stretch these aspects significantly, thus inform the review of this strategy, due in 2012 7. Heads of the Valleys – The aspiration of being a “rich, dynamic and networked community” is one which this programme should certainly help foster. The insights gained BY that initiative (for example on particular human characteristics which can be capitalised on more, in attracting inward investment) will inform this new project too 8. Wellbeing and sustainability – Explicit aims of the project are to find how wellbeing can be improved in the broadest sense eg individuals and communities, employers and the economy. This boosts similar urgency within Torfaen and across UK to make wellbeing a much broader, more relevant and strategic consideration than before 9. Torfaen’s regeneration and Gwent-wide initiatives – The research and Pilot will inevitably have significant links with other strategic initiatives which are underway, eg Torfaen Digital Valley, Education reform, and the Gwent Frailty programme (in particular moving towards prevention through increased participation and stimulation, and helping to enable carers to also hold down desirable employment) 10. Social Housing strategy – Enabling residents to live lives to the full, in the home and wider community, will benefit them, those around them, the economy and government. Housing providers who do so well will help differentiate their business too. This programme will add to the understanding of relevant needs, desires and possibilities


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APPENDIX E – CORE PRINCIPLES Six core principles have guided the programme from the beginning, and underpin each main step: 1. People: This programme is about, for and by people. Create an environment in which people of all ages can seize opportunities, enable desires, realise potential , 2. Passion: Unleash Wales’s hidden wealth of talent - particularly the wisdom, spirit and passion of its people - in desirable ways which differentiate the Welsh brand 3. Positivity: The major trends triggering this programme are highly positive, the combination potent. Cherish this! Take full advantage! Achieve more with more! 4. Platforms: Build the cultural, organisational and technological platforms which enable success in today’s increasingly connected and dramatically-changing world 5. Provocation: Foster disruptive change to make a real and lasting difference. Stimulate grass-roots innovation. The world has changed: co-create the future. 6. Prize: Invigorate the wellbeing of people, communities and the economy, by connecting people and places, enabling new options, overcoming constraints.

Links: www.torfaen.gov.uk/CommunityAndLiving/WisdomWealthAndWellbeing/SevenProjects.aspx www.cisco.com/go/ageingwell www.olderpeoplewales.com


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