Hilton Nursing Partners

Hilton Nursing Partners wanted to raise awareness of its Home to Decide model among NHS and local authority decision-makers, showing how short-term, intensive support at home can reduce unnecessary care home admissions, ease delayed discharge pressures, and give older people more choice over their future.

The wider goal was to position Hilton as a credible, solutions-led voice in conversations around discharge, prevention, and integrated care.

We built the campaign around the Better Care Fund as a timely policy hook, using it to connect Hilton’s practical service model to live debates around delayed discharge, prevention, patient choice, and the shift from hospital to home.

This gave the programme a clear policy frame and created opportunities to engage senior decision-makers in discussions about how home-based support can improve outcomes and reduce pressure on the system.

Over the course of the campaign, our programme increased Hilton Nursing Partners’ visibility among NHS, local authority and parliamentary stakeholders, positioning Home to Decide within live discussions about discharge, prevention and Better Care Fund reform.

Decision-maker Engagement

We secured Hilton’s involvement in three Better Care Fund roundtables covering Surrey, Sussex, South London, North London and Essex.

These discussions were supported by:

• Helen Maguire MP, Liberal Democrat Spokesperson for Primary Care and Cancer

• Sojan Joseph MP, Co-Chair of the APPG on Adult Social Care

• Jen Craft MP, Member of the Health and Social Care Select Committee

The roundtables brought Hilton into direct contact with senior figures from:

• Local authorities

• Integrated Care Boards

• NHS organisations

• Parliament

This gave Hilton access to the people shaping local discharge pathways and Better Care Fund delivery.

Policy Visibility

The programme consistently connected Home to Decide to live system pressures, including:

• Delayed discharge

• Prevention

• Patient choice

• Neighbourhood working

• Better Care Fund reform

This ensured Hilton’s model was seen not as a standalone care offer, but as a practical response to current health and social care challenges.

In the North London report, Home to Decide was explicitly highlighted as an innovation that can improve outcomes, increase patient choice and deliver better value.

Thought Leadership

A key part of the campaign was raising Hilton’s external profile through thought leadership.

We secured a profile interview for CEO Ann Taylor in Home Care Insight, which set out:

• The origins of Home to Decide

• Its focus on dignity and choice

• The case for home-based decision-making over rushed institutional placement

This helped strengthen Hilton’s reputation as a credible, solutions-led voice in health and social care.

Follow-up Engagement

The programme translated visibility into meaningful next-step conversations.

Off the back of the roundtables, reports and wider thought-leadership activity, Hilton secured several follow-up meetings with:

• Local authority leaders

• ICB officials

• NHS stakeholders

These meetings created opportunities to discuss Home to Decide in more detail and explore how the model could support local discharge and prevention priorities.