Photo from the Strategy

Executive Summary

The Lancashire Partnership Strategy for an Ageing Population challenges the stereotypes of older people and sets out how we in Lancashire are responding to the opportunities and challenges of an ageing population.

We know that Lancashire's population is changing and getting older. For most older people, this will mean:

leading full, active and healthy lives for longer;
playing a key role in the local community through continued employment or voluntary work;
enjoying sport, social and leisure activities; and
using computers and other forms of technology to stay in touch with family and friends, to shop and to find information.

For only a small minority, living longer will mean increased dependence, poor health and frailty.

Challenging the myths of an ageing population

4 in 5 people over the age of 80 do not suffer from dementia.
Over 350,000 people aged 65 and over provide 50 hours or more of unpaid care each week.
41% of people aged 55 to 64 use the internet.
43% of older internet users use it every day.
73% of people are living independently at the age of 97, and 35% are still independent at the age of 100.

If we want Lancashire to be a place where old age is enjoyed rather than endured, we need to take action now, planning to meet the varied needs and expectations of our older people in the future.

This strategy responds to the challenge by:

setting a clear direction to develop services for people aged 50 and over for the next 20 years;
providing a framework of common outcomes which organisations should use to shape their own plans to address the changing needsof an ageing society;
bringing a shared focus to the work of a wide range of agencies and partners;
strengthening the case for funding from national and regional programmes; and
involving older people as active and equal partners in the process.

Consultation events involving over 300 older people and people from a range of agencies identified five overall outcomes for the strategy, each underpinned by several aims.

Outcome 1: Older people should have sufficient financial security to maintain their quality of life and well being

Aims

Older people will have a suitable income.
Older people will have the opportunity to work if they want.

Outcome 2: Older people should have access to mainstream services

Aims

Older people will have access to good quality information, advocacy and advice.
Older people will have improved access to services.

Outcome 3: Older people should be healthy and well

Aims

Older people will be physically, mentally and emotionally healthy.
Older people will have good social networks.
Older people will have access to a range of activities.

Outcome 4: Older people should feel safe and supported

Aims

Older people and carers will receive suitable support.
Older people will feel safe at home and in the community.
Older people will have suitable and decent accommodation.

Outcome 5: Older people should have the opportunity to make a positive contribution

Aims

Older people will be able to contribute to community life.
Older people will be able to build links with younger people.
Older people will be free from discrimination.
Older people will play an active part in decision-making.

Older people in Lancashire have said that they want a clear, simple and reliable way of having their voice heard, being involved and influencing decision-making in relation to the priorities set out in this strategy and beyond. We will develop arrangements to help older people take part and have an influence at local and county levels across the whole range of organisations that provide services to them. We have identified several key actions to make sure this strategy is put into place, monitored and assessed.

There is much that can be done at county level to move towards achieving the vision for older people in Lancashire. However, there are significant differences in the characteristics of each district which may influence the success of our vision for older people. The issues and challenges faced in each district, and the links required between county and district strategies to overcome them, are set out in chapter 5. We very much hope that this strategy will be the foundation for further discussions and long-term planning at district level.