building the services carers need to combine work and care priorities and strategies in tough times
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Madeleine Starr Director of Business Development and Innovation Carers UK 13 August 2013

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Building the Services Carers Need to Combine Work and Care: priorities and strategies in tough times . Madeleine Starr Director of Business Development and Innovation Carers UK 13 August 2013 . An ageing world.

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building the services carers need to combine work and care priorities and strategies in tough times

Building the Services Carers Need to Combine Work and Care: priorities and strategies in tough times

Madeleine Starr

Director of Business Development and Innovation

Carers UK

13 August 2013

an ageing world
An ageing world

By 2050 the world’s population 85 or older is projected to increase more than fivefold, from 40 million to 219 million

Europe will have the oldest population in the world, with 29% of its total population projected to be 65 or older by 2050

In the UK, 11 million people alive today will live to 100

a workforce under pressure
A workforce under pressure

By 2050 globally three times more people of working age will be looking after 2 billion ageing family members

By 2017 the UK will reach the tipping point for care - older people needing care will outstrip available working age family members

3 million people in the UK combine paid work with care, 2.4 million of them while juggling other family responsibilities, but that number will rise as the dependency ratio falls

impact on individuals
Impact on individuals
  • Carers UK/YouGov poll of 2073 people
    • 1 in 5 UK adults have seen their work negatively impacted by caring (22%)
    • The impact was highest amongst 45-54 year olds, where more than 1 in 4 reported that caring had affected their work (27%)
impact on employers
Impact on employers
  • Unwanted loss of talent
    • Reflecting skills and experience
  • Costs of recruitment and lost productivity
    • Employee’s last salary
  • Lost potential
    • Reducing hours of working below skills level
  • Absenteeism
    • Caring identified as a factor by the CBI
impact on the economy
Impact on the economy

Public expenditure costs in England of £1.3 billion a year in benefits and lost tax revenue

£5.3 billion UK-wide taking account of lost income and pensions

Impact on health and wellbeing and its associated costs for health and care services

experience of services
Experience of services
  • State of Caring Survey 2011: a third of carers had given up work or reduced hours because services were
    • Not flexible
    • Not suitable
    • Not affordable
    • Not reliable
    • Not shaped around work
  • Findings supported by CES Report series
key questions
Key questions
  • Can we see care services as a driver of economic productivity as much as social cohesion – a ‘condition for employment’?
  • Does increased demand have to mean increased investment in public services?
  • Can we turn a demographic challenge into a good news story of economic growth?
  • Can we grow the care business?
the new childcare
The ‘new childcare’?
  • UK investment in childcare in the 1990s
    • Aimed to provide the best outcomes for children while enabling families to work
    • Provided investment to grow supply
      • Tax incentives
      • Business incentives
    • Enabled new providers
      • From large providers to social enterprise and micro businesses
lessons from europe
Lessons from Europe

French Borloo Plan, 2005: Creation of 500,000 jobs, with growth through the recession

Belgian subsidy for domestic services: 1% of Belgium’s population working in personal and household services, equating to 650,000 jobs in the UK

European Consultation on PHS: Each working person in the EU27 externalising one hour a week of domestic or care activity would create 5.5 million jobs

the multiplier effect
The multiplier effect

Employees begin caring

They look for services that enable them to work

Carers work

More people work and care so need more services

Employers recognise and demand services as a

‘condition for employment’ like childcare

Increased demand stimulates service providers

to grow and innovate and leads to more investment

There are more and better quality services

Carers feel more able to combine work and care

- so more carers work

next steps
Next steps
  • In the UK
    • Task and Finish Group report
      • Making the case for growth in care
    • Care Bill
      • Shaping local care markets
      • Ensuring a sufficiency of supply of care
    • Treasury
      • Recognising the economic case, and incentivising and investing in growth in care
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