Place-based partnerships are at the heart of the NHS’s drive to improve population health, tackle inequalities, and make the shift towards prevention. These partnerships—bringing together the NHS, local authorities, education, primary care, the voluntary and faith sector, and communities—have the potential to enable services to work in a more joined up way and respond to the unique needs of their local populations at locality and neighbourhood level. As outlined in the emerging themes in the new NHS 10 year plan, this approach is crucial for breaking down silos and strengthening community based approaches to enabling people to stay well and supported in their own homes.  The ambition is clear: by focusing on prevention, harnessing the power of communities,  and addressing the wider determinants of health, place-based partnerships can create healthier, more resilient communities.

However, making this vision a reality isn’t without its challenges. While collaboration makes sense in theory, in practice, differences in priorities, funding pressures, multiple calls on people’s time, and fragmented data systems can make integration difficult. Choosing to prioritise partnership working at a time when systems and budgets are under real pressure is not easy and this can have a knock on effect on maintaining the momentum and trust that are key requirements of collaboration.

The NHS has long been structured around reactive, service-driven models, and shifting to proactive, community-based care requires both cultural change and sustained investment. The funding allocated to partnership working and population health represents a tiny fraction of the overall health and care budgets. In addition, the funding that is provided is often uncertain and set annually meaning that there are some real “cliff edges” when funding may – or may not – come to an end and this can have negative consequences not only for important projects that some people rely on but also on the job security for those delivering these services particularly in the VCSE sector. It is clear that new ways of working need to be developed and embedded while the existing system continues to operate—what’s often referred to as ‘double running.’ This means investing in prevention and community-based models at the same time as maintaining urgent and acute services, which places pressure on already stretched budgets and workforces. We will wait to see what the NHS 10 year plan says about this thorny issue.

Yet, the potential of place-based working is undeniable. By using population health data more effectively, aligning services around local needs, and embedding Integrated Neighbourhood Teams into communities, these partnerships can help to ensure  that prevention is not just an aspiration but a core part of service delivery. Arguably, this approach is the only way to begin to sustainably address the persistent pressures the NHS faces every winter.

The opportunities are immense. When local partners work together effectively, they can drive real change—reducing demand on hospitals, improving outcomes, and tackling deep-rooted health inequalities. Social prescribing, early intervention, and person-centred care models are already proving their worth, but to scale up these successes, bold leadership and genuine collaboration are essential. The NHS’s emerging 10-year strategy makes it clear: place-based partnerships aren’t just a policy trend—they are the foundation of a healthier, more sustainable system. Now is the time to harness their potential and create lasting change but it requires a genuine and sustained commitment of partners to realising this potential.

As a co-chair of the One Eastern Devon local care partnership, my message is to urge all partners to recommit to partnership working. Collaboration can’t be a one-off initiative—it requires ongoing commitment, trust, and investment from all partners. Whether you’re part of the NHS, local government, the voluntary sector, or the wider community, your engagement matters. Stay involved, challenge barriers, and advocate for the resources needed to support both immediate service demands and long-term prevention. Strong partnerships don’t just happen—they are built and sustained through action. Let’s keep the momentum going and make integrated, community-focused care the foundation of a healthier future.

Jeff Chinnock

Associate Director of Partnerships,

Royal Devon University Healthcare NHS Foundation Trust