Transitions, leadership and the future of social care

Leading SCIE through challenge and renewal

Joining SCIE as Chief Executive in 2020 was both a privilege and a challenge. The charity was at a pivotal moment, facing significant financial pressures. What I saw, however, was a charity with immense potential—a trusted independent voice in the sector, with a mission that truly resonated with my own values: to support best practice, shape policy and raise awareness of the importance of social care. Together, with an incredible team, we set about stabilising the organisation, strengthening our foundations, and renewing our strategic focus so that we could continue to lead the way in improving social care.

I am immensely proud of what we have achieved collectively. From navigating complex organisational change to securing financial sustainability, every step has been driven by a shared commitment to enabling adults and children who draw on social care to live fulfilling lives. The dedication, expertise and passion of the SCIE team have been nothing short of inspiring, and it has been an honour to work alongside such talented and committed colleagues. SCIE’s reach—supporting hundreds of thousands of professionals and millions of website users of our resources—is a testament to our reputation and the quality of our work.  Just the other week, a colleague shared how our recently published Get Me To Hospital resource is already saving lives.

Driving improvement and influence across the sector

We have continued to drive improvement through our collaboration with a wide range of partners to provide innovative consultancy, expert training, extensive resources and information and evidence-based insights.  One of the aspects of my time at SCIE that I will cherish most has been the opportunity to influence best practice right across the sector, with local councils. For instance, enabling Bromley residents and their carers to have greater control over support options while making £2million savings, advising Bath and North East Somerset on their co-production strategy, and providing a new integrated mental health pathway in Croydon, preventing people being sent into inpatient settings and 117 arrangements, recognised by the CQC as a good example of improving equity and experience.

I am particularly proud of our contribution to national conversations about the future of care. Our involvement in the Commission on the Role of Housing in the Future of Care and Support; our role in the Older People’s Housing Taskforce; our leadership of support for the Accelerating Reform Fund; and, most recently, our convening power in bringing the sector together to agree a framework for national standards—culminating in our new report, ‘Towards a National Care Service: raising national standards of care’, which we launched in Westminster—reflects SCIE at its best: bringing people together, amplifying lived experience, and influencing the system in a constructive and collaborative way.

Equality and lived experience

Influence, for me, has always meant more than policy papers or strategy documents. It means championing co-production, listening deeply, and ensuring that the voices of people who draw on care and support are not only heard but embedded in decision-making.

That’s why I was so humbled to be recognised at the Black Women in Care Awards last year for allyship and commitment to equality. Equality, diversity and inclusion are not optional extras in social care; they are fundamental to delivering fair, compassionate and effective support. I have always believed that leadership in this sector must be rooted in justice, advocacy and the courage to challenge inequality wherever we see it.

Looking ahead with gratitude and optimism

None of this would have been possible without people. To the entire SCIE team—staff, associates, partners, trustees, volunteers and those with lived experience who so generously contribute their insight—thank you. Your professionalism, integrity and unwavering commitment to improving lives are what make SCIE so special. I would also like to extend my full support and warmest wishes to Gerard Crofton-Martin, who brings a wealth of experience into the role of Interim CEO from his current role as Director of Transformation and Improvement, overseeing our consultancy and training offers; I know the organisation will be in safe and capable hands.

As I move on to take up the role of Chief Executive at Yorkshire Air Ambulance, I do so with immense gratitude for my time in social care and at SCIE. I remain involved in the sector as a Trustee for Community Integrated Care, and the values that have shaped my career—compassion, service, and a commitment to making a difference—will remain at the core of everything I do.

Social care stands at a critical crossroads. Demand is rising, complexity is increasing, and the workforce continues to show extraordinary dedication despite ongoing challenges. Now, more than ever, we must invest in what works: co-production, evidence-informed practice, prevention, and genuine partnership across health, housing and care. We must continue to champion the voices of those who draw on care and support, and we must not lose sight of the human stories behind every policy decision.

So, my call to action is simple. Keep going. Keep innovating. Keep collaborating. And keep believing in the power of high-quality social care to transform lives.

SCIE has shown what is possible when knowledge, compassion and collaboration come together. I leave with great pride in what has been achieved and great optimism for what lies ahead—for SCIE, for all of you who work in social care, and for the millions of people whose lives are touched by social care every single day.

Thank you for the privilege of being part of this journey.