Shaping a Social Care Future for Generations to Come

The social care sector faces a unique challenge of adapting and innovating for the future to serve a new generation of elderly citizens who have grown up in a diverse, modern-day society.

At this year’s Care Show in Birmingham, Ann Taylor, CEO of Hilton Nursing Partners and co-founder of the Women Achieving Greatness in Social Care (WAGS), discussed the importance of planning for the future, the generation needs and the urgency for succession planning to plan for a very different social care landscape.

Highlighting the need to reimagine the sector to meet the expectations of tomorrow’s elderly population Ann comments: “Today’s care home residents have distinctly different life experiences and values compared to those now in their 40s and 50s. These individuals, unlike previous generations, may not be content with conventional care models as they are. In fact, I know they won’t be. What if you don’t want to go to bed at 8pm, what if you want to play music at 3am?  There are so many more questions to raise, but one thing is for sure raising these questions shifts perspective and ultimately questions how do we develop social care for the future?

Traditionally, social care has been driven by a set of prescribed practices and expectations, yet Ann urges the sector to look beyond this. She believes the only way to effectively design the future of care is to involve the younger generation who will eventually inherit it. “The only people that can do it are those living it now,” she said, emphasising the importance of encouraging the 20-somethings in today’s workforce to reimagine the care landscape.

The need for succession planning in social care extends beyond merely filling roles; it’s about fostering leadership that embodies adaptability, innovation, and empathy. “We have to give it into the hands of our future leaders, and we have to find them. We don’t want more of the same; we need fresh perspective. Finding and nurturing leaders who can innovate and bring fresh ideas to the sector is essential.”

This call for a new approach highlights the responsibility of today’s social care leaders to pass down knowledge without imposing rigid standards or stifling innovation. By allowing for flexibility and encouraging younger professionals to redefine care standards, the sector can ensure that the next generation of elderly care caters to individuals’ preferences, whether it’s staying up late, listening to their favourite music, or engaging in activities they love.

Ann’s insights point to a bold vision for the future of social care, one that doesn’t simply replicate the past but builds something new. As the sector embraces succession of ideas, it is positioned to create a legacy of care that honours individual preferences and reflects the changing values of society. The groundwork for a transformative shift in social care has been laid, and now, the search is on for new generation ready to shape what aging gracefully means in the 21st century.