Redefining Aging: Lessons from 'Stage (Not Age)' for Public Service

This weekend, I read a fascinating book about future demographic trends. In 2020, about 17 percent of Americans (54 million) are sixty-five or older, and more than 10,000 baby boomers turn sixty-five every day. By 2035, the U.S. will have more people over sixty-five than under eighteen. By 2050, around 22 percent of Americans (83.7 million) will be over sixty-five, and those over eighty will be 8 percent and the fastest-growing group. Amazingly, for the first time globally, people over sixty-five will be more than those under fifteen, with 3.2 billion people over fifty worldwide, twice as many as today.

Susan Wilner Golden challenges the old view of aging in "Stage (Not Age): How to Understand and Serve People Over 60--the Fastest Growing, Most Dynamic Market in the World." She focuses on life stages, not age, and shows that people over 60 are often at their best in terms of productivity, creativity, and engagement. She also points out that this market is diverse and vibrant, with different interests, needs, and contributions to society. Businesses, policymakers, and service providers can serve this market better by recognizing the stages of life that older adults go through.

Golden argues that older adults have economic and social worth and urges for inclusive measures that acknowledge their lasting impact. She wants us to see aging as a chance for more learning and involvement, not as a time of loss. This requires creating things that help older adults stay healthy, active, and connected, improving their life and society.

State and local governments in the United States should prepare for the future demographic change. The first step is to educate the state and local government workforce about the new aging population.

Confronting Ageism

To fight ageism, state and local government employees need to learn about and spot the stereotypes and biases related to aging. Training programs should teach them the facts and fictions of aging, highlighting the diversity and skills of older adults. This means correcting false beliefs that older people are all weak, needy, or bad at technology. Workshops can use realistic situations and role-playing to help employees examine and change their own biases. By knowing and appreciating the different experiences and strengths of elderly citizens, employees can interact with them more respectfully and inclusively.

Training should also teach empathy and communication skills for older adults' needs. Employees can learn how to listen, be patient, and communicate clearly, which are important when working with seniors who may have different or impaired communication. Employees should use tools to create a positive and supportive environment, such as using suitable language and respecting older individuals' choices and independence, to lessen ageist views. Intergenerational programs and mentorship in the workplace can also increase appreciation and respect for older adults' contributions and reduce ageism in government services.

Preparing the State and Local Government Staff to Serve the Growing Elderly Population

State and local governments need to ensure that their workforce is well-prepared to deal with the specific issues and possibilities that arise from an aging population. Here are some important areas where workforce training can be improved:

1. Geriatric Healthcare Training

Professionals who provide healthcare in public health departments, hospitals, and community clinics should have specific training in geriatrics. This involves learning about prevalent chronic diseases in older adults, handling multiple medications, and detecting symptoms of elder abuse.

Collaborate with medical schools and professional groups to provide geriatric care certificates. Use ongoing education modules that cover the newest developments in elderly care, keeping healthcare workers informed of best practices.

2. Social Services and Mental Health Training

Social workers and mental health professionals need to be equipped to deal with problems such as social isolation, depression, and cognitive decline among the elderly. This training should cover methods for communicating well with older adults and recognizing the social factors that influence their health.

Create courses that focus on social work and mental health for older adults. Offer training on how to design and run programs that encourage social participation and mental health for seniors.

3. Age-Friendly Urban Planning and Housing Development

Universal design and age-friendly community planning should be part of the education of urban planners and housing developers. This means making public spaces that are easy to access, transportation systems that suit seniors, and housing that lets people stay as they age.

Deliver training sessions on how to incorporate age-friendly design in urban planning. Work with architectural schools and planning departments to teach these principles in their courses. Offer certification programs for professionals who focus on age-friendly development.

4. Workforce Inclusion and Employment Support

State and local governments should train their human resources professionals to help older adults work. This means knowing the advantages of employing older workers, offering adaptable work options, and giving chances for continuous learning and skill improvement.

Lead sessions on age diversity and inclusion at work. Make training modules on flexible work policies and retraining for older employees. Work with local businesses to share best practices in hiring older adults.

5. Legal and Financial Advisory Services

Government agency staff who advise on legal and financial matters should understand topics relevant to older adults, such as estate planning, elder law, and financial abuse. They should also help them get public benefits and resources they qualify for.

Offer expert training in legal and financial issues for seniors. Keep updating on new laws affecting older people and how to avoid financial abuse.

6. Emergency Services and Disaster Preparedness

Older adults have specific needs that emergency workers and disaster planners should learn to meet during crises. This involves knowing how to deal with mobility problems, medical requirements, and the need for prompt communication with seniors.

Provide training based on simulations to help elderly people in crisis situations. Create guidelines that put the needs of seniors first in disaster readiness plans. Work with community groups to guarantee complete emergency assistance for the elderly.

7. Intergenerational Program Facilitation

People who coordinate community programs should learn how to plan and carry out intergenerational activities that create bonds between different age groups. These programs can involve seniors mentoring young people, community gardens that everyone can use, and joint arts projects.

Teach how intergenerational programs are beneficial and how to implement them well. Lead workshops on creating activities that promote significant connections between seniors and younger community members.

8. Technology Training for Accessibility

IT workers and public service staff need training to create and maintain technology solutions that are easy to use for older adults. This involves user-friendly interfaces, assistive technologies, and online services that suit seniors' needs.

Offer training opportunities on how to create digital interfaces that are suitable for different ages. Give workshops on assistive technologies that can support seniors' independence. Make sure public service websites and online resources are easy to use for older adults with diverse levels of digital literacy.

Meeting the Challenge

It is vital to train the state and local government workforce to respond to the growing elderly population, as this will help create more welcoming and caring communities. By giving employees the right skills and knowledge, governments can better assist their older residents, helping them stay healthy, engaged, and satisfied. Putting resources into comprehensive training programs in different sectors will allow state and local governments to cope with the difficulties of an aging society and exploit the opportunities of this vibrant demographic.