Białystok implements a coherent older adult policy based on the resolution of the Białystok City Council, the “Senior Policy Program of the City of Białystok for 2023–2025”. The program includes diagnosis, objectives, financing, and monitoring. It is built on three pillars: social activity, safety, and promotion of older adult-focused initiatives. The diagnosis uses data from Statistics Poland (GUS) and local analyses, reflecting demographic trends and projections. The program also draws on the study “Seniors in Białystok 2021” (PAPI; five thematic areas), which identifies priorities in health, culture, sports, technology, and social integration. The city runs Senior Clubs (6 facilities plus an intergenerational club) and plans to build the Białystok Senior Center.

Key initiatives include the Active Senior Card (currently over 24,600 users), the Healthy Senior University (12th edition in 2025; 50 participants), and digital education (over 400 consultations in 2021–2024, continuing in 2025). Support services include caregiving services, remote care services (safety wristbands with 24/7 monitoring), the “Handyman” service, and the “Life Box” program. The Participatory Budget finances age-friendly projects (e.g., antique sales spaces in 2024; intergenerational board games in 2025). Collaboration between the City of Białystok and NGOs is being strengthened, and the Białystok Senior Council provides participatory support for initiatives.

The city periodically commissions surveys on the needs of older adults (studies in 2019 and 2021) and engages them through participation in the Białystok Senior Council and the Participatory Budget. These mechanisms form the basis for the participatory implementation of the Age-Friendly Cities and Communities (AFCC) initiative.
Białystok faces demographic aging (77,065 residents aged 60+, approx. 26.5%), documented in local analyses and the Senior Policy Program. Membership in the WHO Global Network provides a structured, evidence-based pathway for systematizing actions and assessing progress. It aligns with the existing strategy, which links baseline diagnosis with operational goals, financing, and monitoring/evaluation systems.