A £4.6 Billion Vision for Person‑Centred Support

The Government’s Ambition

Early in 2026, the Department of Health and Social Care released a policy paper outlining priorities for adult social care for 2026‑27.
Central to the paper is a pledge of approximately £4.6 billion in new funding by 2028, 29.

This investment is part of a broader vision: a national care service where everyone, regardless of postcode or circumstance, has access to high-quality, responsive, and person-centred support. The policy paper emphasises that services should give people choice and control, enabling them to lead healthy, independent lives.
To achieve this, the government sets out three objectives: improving the quality of care, enabling choice and control and strengthening integration between health and social care.

The concept of a national care service is not new. For years, there have been calls for consistent standards, fair funding and integrated pathways across the country. In 2026, those calls are starting to be answered.
By committing significant funding and articulating clear goals, the government acknowledges both the challenges and the potential of social care. The policy aims to address workforce shortages, invest in training and infrastructure and reduce the fragmentation that has long plagued the system.

The Journey to a National Care Service

The idea of creating a unified care service did not emerge overnight.
In 2014, the Care Act established principles of wellbeing and personalised care, giving councils new duties to prevent, reduce and delay needs. However, implementation was patchy, and funding pressures limited the Act’s impact. Subsequent years saw further reforms, including the 2021 White Paper, People at the Heart of Care, and the government’s 10-year plan for adult social care, all of which emphasised shifting support from hospitals to the community.
The COVID-19 pandemic laid bare the sector's fragility and underscored the importance of integrated health and social care. Against this backdrop, the 2026 policy paper can be seen as both a culmination of ongoing advocacy and a response to urgent systemic challenges. It pledges to learn from past initiatives by embedding co‑production, promoting prevention and addressing the workforce crisis.

Championing Workforce and Culture

A national care service will succeed only if it recognises the value of its workforce. Carers, nurses and support workers are the backbone of the system, yet their work has often been undervalued and underpaid. HCD’s employment model offers competitive salaries and paid training, helping attract and retain talented individuals.
We believe a national care service should adopt similar principles: apprenticeships, accredited training and leadership roles for those who specialise in complex care. Cultural change is equally important.

As we move towards a national care service, we must also invest in research and innovation. The new funding could support pilots exploring assisted living technologies, community hubs, and co-housing models.
It could also fund research into culturally competent care for diverse communities. HCD is eager to participate in such projects, sharing data and insights while always safeguarding confidentiality.
By contributing to the evidence base, we help ensure that the national care service evolves in line with the needs and aspirations of those it serves.

What a National Care Service Could Mean

If implemented fully, a national care service could transform the way support is delivered. Quality improvement programmes could be rolled out consistently, ensuring that best practice is not limited to pockets of excellence.
Standardised assessment frameworks could make it easier for people to navigate the system and for professionals to coordinate care. Increased funding could enable better pay, career progression, and training opportunities for carers, making social care a profession of choice. Integration with health services would mean that transitions between hospital, community and home are seamless.
Most importantly, a national care service could reaffirm the principle that social care is as vital as healthcare, a pillar of our social contract.

HCD’s Role: Leading By Example

At HomeCareDirect, we welcome the government’s ambition because it resonates with what we already do.
Our HCD model delivers high‑quality, person‑centred care in the community, embodying the very objectives the policy sets out.
We recruit and train teams to CQC standards to ensure quality. We give people choice and control: clients and families select who supports them and how their care is delivered.
We integrate health and social care by providing nurse‑led oversight and working alongside MDTs and specialists. The HCD Model acts as a microcosm of a national care service: one accountable provider, one personalised plan and one selected team built around the person.

As the national care service takes shape, HCD is well‑placed to share its expertise.
We can advise on how to structure personalised support packages, design training programmes and measure outcomes that matter, such as quality of life, independence and community engagement.
We can partner with integrated care systems to pilot new funding models, ensuring that direct payments and personal budgets empower individuals rather than overwhelm them.

Turning Funding Into Lives Transformed

The pledge of £4.6 billion is significant, but money alone will not build a national care service.
Success depends on how funds are allocated, how services are designed and how outcomes are measured.
Investment should prioritise workforce development, digital infrastructure and community‑based services that prevent crisis.
HCD’s experience shows that involving families at every stage leads to better outcomes and more efficient use of resources.
By employing carers directly and providing comprehensive training, we build a stable, confident workforce.

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