The need for a strategic R&D roadmap for active ageing · ©L. M. Camarinha-Matos, H. Afsarmanesh 2009 The need for a strategic R&D roadmap for active ageing. 7- 9 October 2009 -

© L. M. Camarinha-Matos, H. Afsarmanesh 2009

The need for a strategic R&D roadmap for active ageing

7- 9 October 2009 - Thessaloniki

Luis M. [email protected]

Hamideh [email protected]


MOTIVATION

Many elderly citizens, following retirement, quickly become marginalized and considered as a cost burden rather than a resource, capable of “value creation” in the society

Reality

Population over 60


AGE OF RETIREMENT

Expectation of a longer and healthy life !


Skill shortage. In some sectors companies are facing the bleak prospect of too many workers taking years of experience, contacts and best practices with them when they retire.

Coaching needs. Startups and SMEs cannot aford market prices for consulting / coaching support.

A critical challenge for society:How to get senior professionals betterintegrated in the socio-economic system?

BALANCED INTEGRATION ...

Two hints ...


Existingretired

professionalscommunities

EconomicSystem(SMEs & Startups)

gap

ePALBringing the two worlds together

GAP & BARRIERS

Many retired professionals have already organized themselves in some associations with the purpose to provide voluntary services (e.g. coaching, consulting) to the socio-economic system ....


Collaborative Networks paradigm

A New Approach to Active Ageing

NEW APPROACH

Advanced Community Building Collaboration ICT platform

to provide

Supported by


WHY COLLABORATIVE NETWORKS?

Socialization- Avoiding loneliness

Access to new opportunities

Sense ofbelonging

Complementing skills

Reliability

Team work experience ?Bossy ?Technology update?Changing behavior & health?

Balance work & leisure

Social stigma against older people?

Understanding of potential?

Access to large pool of skills

Training


A GUIDING CONCEPT:A COLLABORATIVE TRI-PARTITE APPROACH

Seniorprofessionals community

Intermediary entities

Start-ups & micro

enterprises

ICT-supported platform

Mediation role

Need for a roadmap !


NOW

Smooth active and engaged

ageing

THEN

Broken professional relationships

Reduced involvement in society

Risk of isolation and depression

Inclusion in an organized community

Continued participation in society and economy

Involvement in professional activitiesInvolvement in social activities

Sense of “belonging”

Roadmap

plan of actions

Fast decayingPost-retirement

0

5

10

15

20

25

ROADMAP

Now... what?


FOCUS

New ICT to assist active ageing

With a particular focus on senior professionals

... but paying careful attention to the socio-organizational context

Which roadmapping method?


1. Charaterize and consolidate the baseline2.a Perceive trends 2.b Design scenarios

3. Elaborate 1st vision statement and instantiations

4. Gap analysis5. Propose a plan of actions

6. Verify the plan of actions7. Perform consultation and refinement

8. Refine vision and plan of actions9. Finalize roadmap chart – timing, resources10. Consolidate roadmap

11. Dissemination & impact creation

0. Define roadmap objectives & scope

Classical scientific method Adopted roadmapping method

Roadmapping method


RESEARCH ROADMAPPING METHOD

TRE event

TRE event

EC Policy docOther docs

Expert’sKnowledge

...

EC Policy doc Other docs

Expert’sKnowledge

...

Senior associations

surveyExperts’

knowledge...

Senior associations

surveyExperts’

knowledge ...

BaselineReport

TRE eventTRE event

Characterize and consolidate baseline

Perceive trends

Elaborate1st vision statement & instantiations

TRE event

TRE eventConsortiumMeetings

Consortium Meetings

TRE event

TRE eventTRE eventTRE event

TRE event


ConsortiumMeetings

TRE event

TRE eventTRE eventTRE event

TRE event


ConsortiumMeetings

RelatedProjects

...

RelatedProjects

...

LiteratureSurvey

...

LiteratureSurvey

...

Trends&

Scenarios

1st Vision+

Instances

DAE eventDAE event

Stakeholderscontributions

...

Stakeholderscontributions

...

TRE event

TRE event

ProposePlan of actions

Gap Analysis

Implementation mechanisms

Verify proposed actions

Finalize roadmapChart - PlanTiming etc

TRE eventTRE event

TRE event


Consortium Meetings

BaselineReport

1st Vision+

Instances

GapanalysisReport

Implemen-tation

mechanisms

TRE event


Consortium Meetings

TRE event

TRE eventCBE eventsCBE events

1st DraftRoadmap

2ndDraftRoadmap

TRE event

TRE eventConsortium

Meetings

ConsortiumMeetings

DAE eventDAE event

Consolidation and

dissemination

CBE eventCBE event

TRE event

TRE eventConsortium

Meetings

ConsortiumMeetings

DAE eventDAE event

FinalRoadmap

FinalReport

Consultationand

Refinement

Design scenarios


Support Group(main stakeholders)

CONSORTIUM

Uninova

SkillSECOT

WLPUvA

+


Focused workshops

Regional workshops

CORE MEMBERS & SUPPORT GROUP

ExistingSenior Networks

Consortia ofrelated projects Policy

DecisionMakers

Social careDecisionMakers

OtherEconomic

Actors

FocusedResearch Groups

Affective computingElderly behaviorOthers

Coordinationteam

Mobilizingrelevant

stakeholders


BASELINE

Identification and characterization of the current situation regarding the involvement of senior professionals in socio- economic activities after retirement.

Where are we?Which main needs?How can ICT help?Which solutions and approaches are emerging?...

SurveysFocused workshopsMeetings, Interviews

Literature surveyRelated projects


ASSOCIATIONS OF SENIOR PROFESSIONALS

Contributed: 29 Countries: 14

Survey:


OTHER TYPES OF PRACTICES

Eligibility and regulation

Centralizedregulation

Local(for each university)

GrantAutomaticPortugal

University of California,

USA

Slippery Rock University,

USA

(automatic)Jubilee

Brazil

Mexico

Emeriti

Volunteer

Emeriti

Jubilee Professors

Time Bank

Free Lancers

Keeping links with former employer


CURRENT MECHANISMS ...

What are the options?


2. Collaboration support services, including teams’

formation

3. Support for user-generated knowledge content

2.1 Management systems for VBEs and PVCs: still limited use in real practices. Wide availability of CSCW tools.

3.1 Configurable document management platforms becoming available.3.2 Creation of a culture of content sharing (e.g. YouTube).3.3 Generation of business content: still limited & interoperability problems.3.4 Unsolved issues: IPR, ethical issues, ownership and protection.

1. Theoretical foundation for technological developments

1.1 Good progress on conceptual models for collaborative networks.1.2 Need to adapt/extend CN results to the senior professionals area.1.3 Research needed on “soft issues”: trust, collaboration readiness, etc.

5. Easily adaptable and customizable user interfaces

6. Tools supporting the process of value creation

5.1 Importance of adaptive interfaces & user interface customization.5.2 Automatic adaptation to different output channels.

6.1 Developments on value systems for CNs: no practical tools yet.6.2 Lack of sound models & tools for IPR and risk management in CN.

4. “Configure yourself” based philosophy infrastructure

4.1 First cases of user configuration of his/her interface &functionalities.4.2 Need creation of libraries of components and proper interoperable reference architectures.

7. Affective computing and context aware enriched

environments

7.1 New research area: focus on perception/recognition of emotions.7.2 Human affects & emotional experiences linked to human learning.7.3 Usage of emotions to regulate virtual environments - promising.

8. Contractual and cooperation agreements & negotiation

8.1 Contract models/e-contracting – still research issue.8.2 Some negotiation prototypes, but not yet practical.8.3 Some e-institutions but not integrated in collaboration platforms.8.4 Recent trend – negotiation wizards.

9. Marketing and brokerage services

9.1 Service oriented approaches – popular but not easy.9.2 SMEs & seniors context: not very SOA-skilled, lack of proactive services and templates library

consultancy services.10. Networking models for

elderly communities10.1 Some examples of virtual communities exist. Lack of effective intermediation role.10.2 Current communities: limited team work, brokerage, collaboration.

11. Security and ethical / privacy support

11.1 Mechanisms & tools for safe communications: Building blocksavailable, but difficult to integrate. Need for reference architectures coping with leisure / social / professional activities.

BASELINE – TECHNOLOGICAL PERSPECTIVE


VISIONING

Vision building is not a mechanism to foresee the future !

A mechanism to define the plausible future state that we desire to reach.

A vision is a deeply held picture of where a person, a group of people, an organization, or a society, wants to reach in the future.

SurveysWorkshops with visionaries

Meetings, InterviewsLiterature surveyRelated projects Drivers,

Trends

Scenario thinking

[Davis, 2002]


SCENARIOS

Senior professionals association

Elderly person volunteering

services

Virtual Volunteering: cyber-grandparents

Identifying Problems &providing solutions

A virtual well of knowledge and

expertise

Specialized & adaptive IT systems

for seniors

A service market portal

Remote working &virtual workers

Tri-partite company

Multi-actor network

Knowledgeable jubilees

Paid work involving senior professionals

Associations of retired professionals: voluntary work

Associations of retired professionals: brokerage and

launching

Service markets

Tri-partite collaboration

Keeping the link to former employer

Second job


1st VISION OF ePAL

Identifies the required areas of research & development, related to technological, social, and organizational perspectives

Identifies the requirements from other social bodies (i.e. governmental and other regulatory bodies)

Identifies the potentials for creation of new opportunities in the European market and society

1st ePAL environment Vision - for Active Ageing Society

Main desired facets:

”

“ Building a strong and cohesive social fabric to embodyactive senior professionals, as an important part of the

European silver economy

Well founded reference model of the environment, specifying its:endogenous (structural, componential, functional, and behavioural) and exogenous(market, support, societal, constituency) elements, and their interlinks

Well established technological infrastructure, support tools/servicesSupport for social responsibility and adaptation of suitable ethical codeEstablished organizational infrastructure, supporting economic and societal involvement through government policies and actions Established national/international regulations for involvement of senior professionals in market/society and related legal frameworks

In the coming decade, a comprehensive paradigm will emerge in response to Europe’s ageing population and its inevitable skill shortage, that extends the balanced active life of senior professionals, facilitating the use of their talents and expertise, and thus facilitating value creation from these mature assets, for the benefit of bothEurope’s economy as well as the European society as a whole.

Core ideology:

Envisioned future:


ePAL VISION INSTANTIATIONS

Identifies the required areas of research & development, related to technological, social, and organizational perspectives

Identifies the requirements from other social bodies (i.e. governmental and other regulatory bodies)

Identifies the potentials for creation of new opportunities in the European market and society

1st ePAL environment Vision - for Active Ageing Society

Main desired facets:

”

“ Building a strong and cohesive social fabric to embodyactive senior professionals, as an important part of the

European silver economy

Well founded reference model of the environment, specifying its:endogenous (structural, componential, functional, and behavioural) and exogenous(market, support, societal, constituency) elements, and their interlinks

Well established technological infrastructure, support tools/servicesSupport for social responsibility and adaptation of suitable ethical codeEstablished organizational infrastructure, supporting economic and societal involvement through government policies and actions Established national/international regulations for involvement of senior professionals in market/society and related legal frameworks

In the coming decade, a comprehensive paradigm will emerge in response to Europe’s ageing population and its inevitable skill shortage, that extends the balanced active life of senior professionals, facilitating the use of their talents and expertise, and thus facilitating value creation from these mature assets, for the benefit of bothEurope’s economy as well as the European society as a whole.

Core ideology:

Envisioned future:

In the coming decade, the ICT collaboration platforms and tools will be developed as an easy to use enabler of new approaches for continuation of the active involvement of elderly people in the socio-economic system. As such novel infrastructures and intelligent functionalities will act as a catalyst of new organizational forms, supporting effective management of geographically disperse communities of retired professionals, and facilitating the active participation in the socio-economic activities, as an extension of the human capabilities towards fitted participation.

Main desired facets:Advanced collaboration support services, including (virtual) teams’ formation and managementDevelopment of collaboration ontology supporting variety of stakeholdersSupport for user-generated knowledge content“Configure yourself “based philosophy infrastructureEasily adaptable and customizable user interfacesAffective computing and context aware enriched environmentsSupport for establishment of trust among stakeholdersTools supporting the process of value creationNovel contractual and cooperation agreements, including negotiation supportAdvanced marketing and brokerage servicesNew networking models for elderly communities’ involvement with the socio-economic systemSecurity and ethical / privacy support

1st ePAL environment Vision –Technological Perspective

In the coming decade, extending active professional life (ePAL) will be a high priority strategy in addressing Europe’s aging population. The social infrastructure will mature to accommodate demographic shifts through the creation of mechanisms to support active involvement of elderly people in the silver economy. Attitudes in society will evolve towards positive acceptance of elderly people as a value-creating pool of talent, thereby creating opportunities to support and promote active aging. Both senior and young professionals will derive greater benefit from the exchange of knowledge and experience. As the social environment evolves, new support mechanisms will arise to sustain an aging but more active and inclusive population.

Main desired facets:New mechanisms to enhance positive understanding and perception in the society regarding the value of abilities, skills and experience of senior professionals in the economyMotivating mechanisms for senior professionals to join CASPsMechanisms to support cross-cultural interactions among senior professionals as well as to the active labor forceMechanisms to support a balanced economical benefits sharing among the entire society including senior professionalsNew mechanisms for social networking to help articulate the collective needs of seniors across national boundaries Mechanisms to support cross generational interaction between seniors and younger citizens; fomenting inter-generational solidarity and understanding within the EUMechanisms to capitalise on the increased sense of trust and understanding which comes through leveraging seniors' social capital.

1st ePAL environment Vision –Social Perspective

In the coming decade, the primary organisational stakeholders – governments; intermediates; businesses – will adopt positive and proactive policies and approaches that enable senior professionals to continue their active life and generate income that compensates for pension shortfalls and facilitates a valuable contribution to Europe’s economy.

Main desired facets:Employment and retirement policies will change to provide greater flexibility for seniors to continue as economic actors Global regulations and polices will change to encourage the participation of businesses in collaboration with senior professionalsThe knowledge and skills of seniors will be harnessed to generate wealth and stimulate innovation amongst European businessesNew forms of intermediate organizations will provide highly efficient brokerage that will help seniors engage with businesses in EuropeThere will be significant long-term funding – from both public and private sectors - and the political drive to support new forms of senior associations and other intermediate brokersSeniors will have access to the (re)-training services they need to facilitate their continued professional lifeNew organizational cultures will positively embrace relationships between senior professionals and pre-retired (active) professionals

1st ePAL environment Vision –organizational Perspective

Technologicalperspective

Socialperspective

Organizationalperspective


GAP ANALYSIS APPROACH

SWOT analysis positive and negative factors affecting the global ePAL vision are categorised as strengths, weaknesses (in regard to the capabilities within the EU), opportunities and threats (those influences not directly controlled by the EU)

Influence graphs

Gap analysis – identifying and characterizing the differences between the practices identified in the Baseline and those desired improvements defined as part of the Vision.

Baseline

Vision statement & its instantiationsFurther workshops

& literature


GAP ANALYSIS - EXAMPLE

S1 Good progress in conceptual models for collaborative networks (although mostly focused on industry)

S1 Good progress in conceptual models for collaborative networks (although mostly focused on industry)

L5 There is an increasing trend to focus on a techno-centric approach for ICT R&D, which hinders proper understanding of the critical issues of the socio-technical systems needed to support active ageing

L5 There is an increasing trend to focus on a techno-centric approach for ICT R&D, which hinders proper understanding of the critical issues of the socio-technical systems needed to support active ageing


ORGANIZATIONAL FORMS

Surveys / Baseline

Vision statement Further workshops,

Interviews & literature

Complementary to the baseline, vision, and gap analysis, focusing on the relationships among the different classes of stakeholders involved in the development of socio-economic activities.

Stakeholders & roles characterizationRelationships characterizationExisting and emerging organizational forms


ORGANIZATIONAL FORMS - EXAMPLESCharacterization of stakeholders

Senior Professional

(SP)

Small Company

Examples oforganizational models


VT1. Advanced collaboration support services, including (virtual) teams’ formation and management

VT2. Development of collaboration ontology supporting variety of stakeholders

VT3. Support for user-generated knowledge assets

VT4. “Configure yourself “based philosophy infrastructure

VT5. Easily adaptable and customizable user interfaces

VT6. Affective computing and context aware enriched environments

VT7. Support for establishment of trust among stakeholders

VT8. Tools supporting the process of value creation

VT9. Novel contractual and cooperation agreements, including negotiation support

VT10. Advanced marketing and brokerage servicesVT11. New networking models for elderly communities’

involvement with the socio-economic systemVT12. Security and ethical / privacy support

ACTIONS PROPOSITION

In the coming decade, the ICT collaboration platforms and tools will be developed as an easy to use enabler of new approaches for continuation of the active involvement of elderly people in the socio-economic system. As such, novel infrastructures and intelligent functionalities will act as a catalyst of new organizational forms, supporting geographically disperse communities of retired professionals. Furthermore technology will enable seniors to leave their legacy, expand their human capabilities, and facilitate their active participation in the socio-economic system.

Vision

Establish formal conceptual models for people’s professional life cycle and the support environment for active ageing.

Develop and integrate self-adaptive and configurable technology solutions in ICT environments to enable customized involvement of seniors.

Develop ICT collaboration platforms for communities of senior professionals that are enhanced by affective computing, context awareness, and trust establishment.

Design and develop support collaborative tools and systems to facilitate value creation.

Develop environments that empower seniors to leave a legacy that capitalizes on their personal / professional experience and is usable and transferable to the society.Develop approaches that discover patterns and model “the evolution of senior professionals’ interests and their involvement in the socio-economic system” and “the behavior and emotional health of senior professional networks”.

ACTIONS

T1

T2

T3

T4

T5

T6

Baseline

Gap analysis


ACTIONS – SOCIAL PERSPECTIVE

New mechanisms to enhance positive understanding and perception of in society regarding the value of the abilities, skills and experience of senior professionals in the economy.

Motivating mechanisms for senior professionals to join CASPs.

Mechanisms to support cross- cultural interactions among senior professionals as well as the to active labor force.

Mechanisms to support a balanced economic benefits sharing among the entire society including senior professionals.

New mechanisms for social networking to help articulate the collective needs of seniors across national boundaries.

Mechanisms to support cross generational interaction between seniors and younger citizens ; fomenting inter-generational solidarity and understanding within EU.

Mechanisms to capitalize on the increased sense of trust and understanding which comes through leveraging seniors’ social capital.

VS1

VS2

VS3

VS4

VS5

VS6

VS7

VISION – Desired facetsPromote socio-economic studies that identify the unique value senior workers bring to the workplace, investigate new ways of senior workers interacting with the socio- economic system and communicate findings to employers and to society and as whole.

Design/develop mechanisms for skills/talent identification and improvement that assess acquired experience, provide career transition advice and deliver skills-enhancement to maximize the potential of seniors.

Establish the “European Senior Space” to promote dialogue and consensus around issues of technology, culture and socio-economic participation and to develop a single, powerful voice for senior professionals across Europe.

Investigate the barriers and potentials for cross generational interaction and collaboration between senior professionals and younger people, and fund/promote technology development programmes that support and facilitate this interaction/collaboration.

S1

S2

S3

S4

S5

ACTIONS

Investigate and promote new models of working practices and related reward and taxation models for senior professionals, taking account of issues of work- life balance and aging well.


ACTIONS – ORGANIZATIONAL PERSPECTIVE

Employment and retirement policies will change to provide greater flexibility for seniors to continue as economic actors.

Global regulations and policies will change to encourage the participation of businesses in collaboration with senior professionals.

The knowledge and skills of seniors will be harnessed to generate wealth and stimulate innovation amongst European businesses.

New forms of intermediate organizations will provide highly efficient brokerage that will help seniors engage with businesses in Europe.

There will be significant long-term funding – from both public and private sectors - and the political drive to support new forms of senior associations and other intermediate brokers.

Seniors will have access to the relevant services, including training, which they need to facilitate their transition between their working life and retirement to continue their active professional life.

New organizational cultures will positively embrace relationships between senior professionals and pre- retired (active) professionals.

VO1

VO2

VO3

VO4

VO5

VO6

VO7

Identify and assess current national and European policy and legislation relevant to active participation of seniors in the socio-economic system and recommend new approaches that eliminate barriers and promote and support active aging.

Investigate new mechanisms that forge mutually beneficial relationships between seniors and the socio-economic system including novel interaction models that facilitate collaboration between organizations and their retiring employees.

Investigate and establish new roles, governance rules and organizational forms for communities of active senior professionals to promote inter- and intra-community collaboration and to create new opportunities for member engagement.

Characterize and design new roles and modes of operation for intermediate organizations, both public and private, that provide brokerage and assistance to better facilitate integration and collaboration between senior professionals and the socio-economic system.

O1

O2

O3

O4

O6

ACTIONS

Define new programmes and organizational practices that prepare for and guide the successful transition of senior professionals from full employment to active retirement, taking account of issues of gender, profession and local context.

Characterise and quantify the uniqueness of what senior professionals can offer the socio-economic system (mature experience, compensation flexibility, etc.) and identify new channels to harness these resources in order to generate wealth and stimulate innovation amongst European businesses, thus supporting the ‘silver economy’.

O5

VISION – Desired facets


ACTIONS – TECHNOLOGICAL PERSPECTIVE

Advanced collaboration suppor t services, including (virtual) teams’ formation and management.

Development of collaboration ontology supporting variety of stakeholders.Support for user-generated knowledge assets.

“Configure yourself” based philosophy infrastructure.

Easily adaptable and customizable user interfaces.

Affective computing and context aware enriched environments.

Support for establishment of trust among stakeholders.

Tools supporting the process of value creation.

Novel contractual and cooperation agreements, including negotiation support.Advanced marketing and brokerage services.

New networking models for elderly communities’ involvement with the socio-economic system.

Security and ethical / privacy support. VT12

VT1

VT2

VT3

VT4

VT5

VT6

VT7

VT8

VT9

VT10

VT11

Establish formal conceptual models for people’s professional life cycle and the support environment for active ageing.

Develop and integrate self-adaptive and configurable technology solutions in ICT environments to enable customized involvement of seniors.

Develop ICT collaboration platforms for communities of senior professionals that are enhanced by affective computing, context awareness, and trust establishment. Design and develop support collaborative tools and systems to facilitate value creation.

Develop environments that empower seniors to leave a legacy that capitalizes on their personal / professional experience and is usable and transferable to the society.

Develop approaches that discover patterns and model “the evolution of senior professionals’ interests and their involvement in the socio- economic system” and “the behavior and emotional health of senior professional networks”.

T1

T2

T3

T4

T5

T6

ACTIONSVISION – Desired facets


T3: Develop ICT collaboration platforms for communities of senior professionals enhanced by affective computing, context awareness, and trust establishment.

T3.1 - Develop advanced functionalities and systems for management of communities of senior professionals.

T3.2 - Develop affections / emotions management systems for communities of senior professionals.

T3.3 – Design and support governance systems for communities of senior professionals.

T3.4 - Develop trust building management systems for communities of senior professionals.

Example:

DETAILED ACTIONS – TECHNOLOGY


Other eventsOther events

0

5

10

15

20

25

<10% ~50% >90%

0

5

10

15

20

25

<10% ~50% >90%

0

5

10

15

20

25

<10% ~50% >90%

VERIFICATION & CONSENSUS BUILDING

Integration & Refinement

Integration & Refinement

Rest of the world

-Australia-Canada-USA-Brazil-Mexico-Switzerland

1st Vision Statement

Preliminary plan of actions

Porto

Maastricht

Sevilla

Madrid

London

Feedback from CBEs

Revised Roadmap

Baseline


Agreement with vision

CONSENSUS BUILDING EVENTS

6 Events> 120 stakeholders


Action S1 S2 S3 S4 S5 S6 S7 L1 L2 L3 L4 L5 L6 L7 L8 L9 L10 Difficulty

T1-formal conceptual models

x x ~ x ~ x x x Very Hard

T2-self-adaptive & configurable technology solutions ~ x ~ ~ x ~ x x ~ Very Hard

T3-collaboration platforms

~ x ~ x x ~ x ~ x x x ~ Moderate

T4-collaborative tools and systems

~ x x x x x x ~ x ~ x ~ x x x ~ Hard

T5-empower seniors to leave a legacy ~ x x ~ ~ x x x x ~ Very Hard

T6-discover patterns and model behavior ~ x ~ ~ ~ ~ Very Hard

Legend

(level of importance) Not important Important x Moderately

important ~

ACTIONS VERIFICATION

Coverage of the vision ?

Feasibility ?

Type of action?- R&D- Trial- Deployment


EXPECTED FINAL LOOK OF ROADMAP

Elaboration of final version of roadmap

including implementation plans

Final consensus building

& dissemination


www.epal.eu.com

WEBSITE & NEWSLETTERS5 Languages

-English-Portuguese-Russian-Spanish-Swahili


CONCLUSIONS

Extending active professional life becomes an important need as the expectancy of a longer healthy life increases

ICT can be an important enabler in facilitating the creation of collaborative networks involving not only (virtual) communities of seniors, but also potential recipients of their services and intermediary entities

Given the sensitivity of the area, sustainable R&D efforts arerequired to be carefully designed through roadmapping

ePAL is elaborating a strategic roadmap towards the implementation of a new vision for active ageing



European ePAL initiative aims at developing a strategic research roadmap:

Introducing new approaches and ways to create:

Actively contributing senior professional communities

- Developing a support framework for leveraging elderly’stalents and expertise

- Developing approaches to create value by elderly for thebenefit of the economy and society

- Supporting a balanced transition towards retirement

AIM

Instead of taking some ad-hoc steps to help the situation …


TSP

CASP (Community of Active Senior Professional)

Open Universe of senior professionals

Characteristics?Reference model?Actors?Roles?…

SP(Senior professional)

CASP (Community of Active Senior Professional) constitutes an association of senior professional individuals that are largely autonomous, geographically distributed, and potentiall y heterogeneous in terms of their: capabilities, offered capacities, culture, system of values, etc., but sharing their main compatible and/or common goals of increasing their active professional life in the society and/or market, through co-working with others in Teams of Senior Professionals supported by computer networks, under the slogan of: “Together Everyone Achieves More!”.

TSP (Team of Senior Professionals) is a collaborative network of individuals configured and established within the CASP in response to opportunities in the society and market that are in need of their wisdom and/or knowledge assets that they can offer, which as a consequence supports the retired professionals remaining professionally active.

SP (Senior professional) is a retired / retirng professional who becomes a member of CASP in order to increase his/her chances of staying active and involved in the socio-economic system, and perhaps also through getting involved in potential TSPs established through the CASP.

NEW COLLABORATIVE STRUCTURES


ePAL

•Science and research roadmaps •Cross-industry roadmaps •Industry roadmaps •Technology roadmaps •Product roadmaps •Product-technology roadmaps •Project and issue roadmaps

TYPES OF ROADMAPPING

"A 'roadmap' provides an extended look at the future of a chosen field of inquiry composed from the collective knowledge and imagination of the brightest drivers

of change in that field."[Galvin 2002]


TOWARDS A VISION for ePAL

1. Technological driver

2. Social driver

3. Organizational driver

Technology &Support services

Human factors &Social aspects

Economy &Government policies

Advances in ICTs

Increasing need of proven experience

Changing attitude towards working at

old age

Demographic change

Today

Future scenario

Advances in ICTs

Increasing need of proven experience

Changing attitude towards working at

old age

Demographic change

Today

Future scenario

TOWARDS A VISION

DRIVERS& TRENDS

SCENARIOS


1. TECHNOLOGICAL DRIVER 1.a Technology sub-driver

Trend Positive / negative aspects + Technology, required to work within the modern economy, is becoming

affordable and more widely available to everybody, including senior professionals.

1. Availability of pervasive and inexpensive computing

- As more and more people buy and familiarize themselves with computer technology, those who have not done so become more marginalized. Today, senior professionals are a high risk group in terms of lack of IT knowledge.

+ EU has assigned funds from the community budget of member states and private sector to the development of ICT, with the target of improving the quality of life of the elderly people and helping them to be active and independent.

2. Increase in development of technology to support elder people + Fear of elderly people about new technology is decreasing through

introduction of easy to use and intuitive technologies. This motivates elderly people to use such technologies.

+ User generated content of Web2.0 eases the involvement of seniors in future market / society activities 3. Pervasive use of

the Web - User generated environment of Web 3.0, and especially the possibility of intelligent adaptation is still in primitive stages, while very much needed to assist the older people with their use of computers.

- Need to build mechanisms into the technology to understand user reactions and allow users to customize it. The current level of technology is off-putting for older people; embedded technologies are needed to facilitate computational perception of individual emotions: the technology should be invisible.

+ Affective computing can make the process of communicating through computers closer to the human needs.

4. Increase attention on affective computing

+ Affective computing can facilitate more effective inter-generational and inter-cultural communication.

+ Cloud computing promises to be a new technology in which tasks are assigned to a combination of connections, software and services accessed over the Internet. It should allow users to access super-computer level power. Therefore, senior professionals can have an access to the powerful computers/systems at home.

5. Introduction and deployment of Cloud Computing

- This is new technology that is still immature and need further improvements. One example is the necessary bandwidth to support such technology.

2. SOCIAL DRIVER 2.a Human factors sub-driver Trend Positive / negative aspects

+ Ageing of the population will accelerate the emergence of new-organizational and collaboration forms involving senior professionals.

+ Many pre- and post- retired professionals express that they are happy to continue working beyond traditional retirement age to fill skill gaps as well as mentor younger professionals.

1. Demographic shift

- Younger workers are becoming an increasingly scarce resource, therefore less Tax money is generated.

+ Employment dynamics are changing from people competing for jobs to organizations competing for people with skills.

- If free acquisition of knowledge and experience in the market increases then organizations might become reluctant to employ paid professionals.

2. Influence of change in labour markets

- As workers fully retire at an older age, younger workers become increasingly frustrated with the lack of advancement and promotion opportunities.

+ Those approaching and past retirement age are now recognised as important economic actors in some sectors and are increasingly valued for their experience and skills in the workplace. 3. Chang in the

“age” perception + Seniors are increasingly used to fill skills gaps within the EU, particularly in

supporting the SME community and within mentoring programmes. + Life expectancy is increasing and thus people can live longer and work

longer than in the past. + Improvements in Social support systems and Public Health Systems have

important effects on the life and well-being of seniors. - Demand on quality of life for older people is increasing, and thus the requests

from the social support systems also increase.

4. Improvement of Social support and Public Health

- More Pensions are needed to support the increased expectancy of life. + There is significant research activity in the area of older workers and their

needs. 5. Progress on identification of elderly needs - There is still an enormous lack of differentiated knowledge on the current

needs of elderly people. + Retired people are increasingly in need of making money. Increasing number

of older workers are partially due to the current pension laws and rules in certain regions of Europe (such as east Europe), which necessitates a continuation of paid employment.

6. Increase in senior worker’s motivations

+ There is a growing sense of motivation amongst senior professionals to remain active and thus to participate in economic activities.

7. Importance of being independent + The number of older people who want to remain independent is increasing.

+ Increase in opportunities for seniors to retrain or update their existing knowledge and expertise.

+ Some new education programs offer (smaller) continuous units, making lifelong learning more accessible and achievable to older people is being considered.

8. Obsolescence of traditional education systems

- Need for a support platform for education programmes for older people, and a course on how to manage the second phase of careers is rising.

2. SOCIAL DRIVER 2.b Social aspects sub-driver Trend Positive / negative aspects

1. Mentality change + Society is placing a higher value on contribution of elderly people in all fields: family, social, cultural, economic, etc.

+ Many emerged Social Networks appear to be self-organizing, i.e. appearance of random social communities working in an organized way.

+ Online communities allow individuals to assume new/different roles. 2. increase in number of Social Networks

- Need to find ways to manipulate/revitalize networks when members’ activities slow down.

- Need to identify and characterize the new roles that seniors can play in society.

3. Obsolescence of traditional roles of seniors in the society + Greater engagement between social/voluntary organizations and seniors.

- When companies reduce staff, generally seniors are more at risk of being dismissed as their salaries are generally higher than younger workers and they have less future projection as a long term employee.

4. Continuation of social discrimination in companies

- Seniors have great difficulties in searching for a work place.

5. ICT-based media is still aimed at young people

- Seniors struggle with images which are portrayed in the ICT-based media, aimed at young people. Seniors are not recognized as potential user group.

6. Pressure on Social Security system

- Social security systems are coming under increasing pressures to provide anything more than basic support for the needs of seniors.

7. Increase in number of projects providing opportunities for elder

+ There is an increasing trend that supports more flexible working environments (like tele-work) which offer a great number of opportunities.

3. ORGANIZATIONAL DRIVER 3.a Economy sub-driver Trend Positive / negative aspects 1. Overload on pension

+ Generation of government income through taxes for supporting seniors is becoming inadequate, which might mean increasing state retirement age. This will also open door for senior professionals.

2. Economy opening to elderly people

+ More companies and social organizations are now open to using experience/services provided by retired professionals.

+ Scarcity of highly skilled human resources is increasing and as a result Pre/Post retired workers find out that their skills are highly valued. 3. Scarcity of experts

and human resources - There is a higher expectancy on seniors to contribute for free to the economic welfare of the EU.

+ In difficult economic climates where companies have less money to spend on consultancy services, the knowledge transfer services provided either free or at low cost by senior volunteer organizations are increasingly valued. 4. Recession & world

state of economy + Although there are still issues around discrimination towards older workers (identified by groups such as Age Concern), a reduction in number of employment opportunities associated with an economic downturn will disproportionately affect seniors.

5. Need to assist developing countries

+ More opportunities arise for networks of senior volunteers to send their members to work on humanitarian and development projects.

6. Elderly people in need of making personal income

+ Private savings are becoming the main income source supporting most elderly, but these are not enough any more.

7. Economy in need of Virtual Volunteering

+ Virtual volunteering is being taken up by seniors and growing fast due to the flexibility that it brings.

3. ORGANIZATIONAL DRIVER 3.b Government policies sub-driver Trend Positive / negative aspects 1. New polices encouraging the use of ICT for elderly

+ The main policy areas and challenges related to ageing, addressed at the EU level, are those in which the ICT-based applications are maximized.

+ Governments are increasingly encouraging and supporting the involvement of older professionals in the (silver?) economy through policies and initiatives, especially considering the baby boomer generation.

+ Increasingly government policies focus on reducing the burden on the national pension system. Therefore, governments are increasingly legislating to reform retirement age which will keep senior professionals at work for longer time.

2. Government policies supporting retirees

- Convincing the private sector of the benefits of retaining older workers may be a difficult task.

3. Retirees’ rights protection

+ Organizations supporting the rights of elderly, are becoming more active and even plan to take governments to court if needed, in order to protect the social security support and their rights to work after retirement.

4. New policies to maintain seniors active

+ The issues of Active Ageing and inclusion appear increasingly on the political agenda in the European Union.

5. New programs for transition and integration between generations

+ There are increasing number of new international programs focused on transition of the current state into an integration between generations.

1. TECHNOLOGICAL DRIVER 1.b Support services sub-driver

Trend Positive / negative aspects + More tools emerge in the market for collaboration - There is a lack of more advanced user-friendly supporting tools for co-

working as well as contract negotiation tools, trust building tools, support for privacy and ethical issues.

1.New tools supporting collaboration among SMEs and / or individuals - Training is required for general elderly to use the tools.

2.Availability of easy to use ICT tools

+ Some new basic tools are being developed as freeware with easy to use interfaces (e.g. email, chat, etc.), which can be easily used by senior professionals

+ The costs associated with information management are decreasing and Information can be accessed in an easier and faster way.

3. Wide availability of tools for information management

- The improper management of information can create serious problems, so it requires careful attention by elderly.

1. TECHNOLOGICAL DRIVER 1.b Support services sub-driver

Trend Positive / negative aspects + More tools emerge in the market for collaboration - There is a lack of more advanced user-friendly supporting tools for co-

working as well as contract negotiation tools, trust building tools, support for privacy and ethical issues.

1.New tools supporting collaboration among SMEs and / or individuals - Training is required for general elderly to use the tools.

2.Availability of easy to use ICT tools

+ Some new basic tools are being developed as freeware with easy to use interfaces (e.g. email, chat, etc.), which can be easily used by senior professionals

+ The costs associated with information management are decreasing and Information can be accessed in an easier and faster way.

3. Wide availability of tools for information management

- The improper management of information can create serious problems, so it requires careful attention by elderly.

Trends

Positive and negative aspects (contribute to development of the

roadmap)

Sub-drivers

IDENTIFICATION OF TRENDS


GAP ANALYSIS

Helpfulto achieving the vis ion

Harmfulto achieving the vis ion

Internally

originated

Europ

eanUnion

leve

lExternally

originated

Surroun

ding

environm

ent

S trengths

Opportunities

Weaknesses

Threats

• S trength 1• S trength 2• ...

• Opportunity 1• Opportunity 2• ...

• Weakness 1• Weakness 2• ...

• Threat 1• Threat 2• ...

Vis ionVis ion

S ynthes is ofB as eline

S ynthes is ofB as eline

GAP Analys is

Technolog ic alpers pec tive

L imitations

S trengths

L imitations

S trengths

L imitations

S trengths

Instantiation(P roblem S plitting)

S oc ialpers pec tive

Organizationalpers pec tive

Current phase:

V1 V2 V3 V4 V5 V6 V7

S1 Positive Influence

S2 HighS3 ModerateS4S5

L1

L2 Negative Influence

L3 HighL4 ModerateL5L6

Influence map


FIRST ACTION PLANS

TechnologicalPerspective

SocialPerspective

OrganizationalPerspective

Short term Medium term Long term

ActionO1

ActionO4

Action O2

ActionO5

ActionO3

TIME Action

T1

Action T4

Action T5

Action T3

Action T6

ActionT2

Action S1

Action S4

ActionS2

ActionS5

ActionS3

Suggest plan of strategic R&D actions and their timing

Taking into account the baseline, the vision, and the gap analysis !


Policyrecommendations

OPERATIONALIZATION

Roadmap

R&D projects

R&D projects

Trials & Take-ups Trials &

Take-ups

Accompanyin g measures Accompanyin g measures

European Commission: R&D, AAL, CIP

National & local initiatives

During ePAL Operationalization phase: after ePAL

Documents

The need for a strategic R&D roadmap for active ageing · ©L. M. Camarinha-Matos, H. Afsarmanesh 2009 The need for a strategic R&D roadmap for active ageing. 7- 9 October 2009 -