Winter pressures


where NHS and social care staff can cross-cover during peak demand.


n Community-based preventative programmes: working with GPs, pharmacies, and voluntary organisations to prevent avoidable hospital admissions.


Longer-term opportunities While winter is the immediate challenge, the broader restructuring of the NHS and local authorities presents a longer-term opportunity for reimagining health and social care integration. The vision of Integrated Care Systems was


always about breaking down silos between health and social care. The reality has often fallen short. But the current upheaval could be the reset moment we all need to start afresh. A crucial part of building a more resilient


health and care system will be establishing clear roles and responsibilities. Without clarity, there is a risk of duplication, confusion, and gaps in provision. Defining who is accountable for what will allow faster decision-making, better coordination, and a shared understanding of priorities across health and social care. Equally important is embedding social


care as an equal partner in planning and delivery, rather than as an afterthought to NHS priorities. Social care must have a seat at the table when strategies are developed and resources allocated. Alongside this, we need to create long-term, sustainable funding models that truly reflect the essential role social care plays. Recognising its value, not just in terms of cost savings for the NHS, but in improving people’s lives and supporting communities is the foundation for a more integrated and effective system. Earlier this year, Wes Streeting, Secretary


of State for Health and Social Care, said the NHS needs “fewer checkers and more doers.” As social care providers, we must be


among those “doers.” We cannot wait passively for winter pressures to overwhelm the system; nor can we wait for restructuring


The current upheaval


could be the


reset moment we all need


to complete before seeking collaboration. The coming months will be tough. But by


embracing innovation, seeking partnership opportunities, and positioning social care as part of the solution, we can help navigate winter successfully and shape a more integrated future. While the appetite for partnership is


strong across the independent care sector, there is an important reality that cannot be ignored. Without identifying adequate funding to support innovation and delivery the private sector will not be willing, nor able, to sit at the table this year. Providers want to contribute to solutions


for winter pressures, but collaboration cannot come at the expense of their own financial sustainability. Care homes are already operating on tight margins, with rising staffing costs, utilities, and regulatory demands. If they are expected to expand capacity for hospital discharge, create new crisis-response models, or invest in integrated discharge hubs, there must be appropriate funding streams and contractual security in place. True partnership means sharing both


responsibility and resources. Innovation thrives when there is investment behind it; expecting providers to deliver more without proper backing risks burnout, service withdrawal, and further fragmentation. This is the moment to invest in


collaboration. By ensuring that private and voluntary sector partners are backed appropriately, we can unlock the expertise, agility, and capacity to create meaningful solutions for people who need care most. At KiCA, we remain open to new


26 www.thecarehomeenvironment.com October 2025


ideas, creative ways of working, and most importantly working together. If this winter teaches us anything, let


it be that collaboration is not optional; it is essential. And when we work together; health, social care, statutory and independent sectors, we can achieve extraordinary things for the people we serve. n


Ann Taylor


Ann has over 20 years of experience holding senior managerial positions within the health and social care sector. She chairs the Kent Integrated Care Alliance and sits on various local and national groups to support the development of new models of care and the workforce development strategies to deliver them. Ann is also the CEO of Hilton Nursing Partners – a home-based care, support, and rehabilitation service across Kent and Sussex.


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