Build on existing partnerships and learn from the best of the legacy organisations

Why this matters

While each ICB might take different approaches to developing their operating model, as an ICB and as a wider system, building on existing relationships and partnerships, rather than starting from a blank page, helps build momentum when staff capacity is already limited. 

What works in practice

ICB senior leaders saw their role as articulating a vision for the organisation and wider system to partners. This meant building on the best of each legacy organisation and of the wider system, while identifying opportunities to tackle longstanding challenges. One ICB planned to keep previous ICB footprints as neighbourhood delivery committees in the new geography. This helped address concerns from system partners about the geographical changes and should help to retain the good progress that has been achieved so far.

Communications teams played a key role in ensuring consistent messaging and mapping the stakeholder landscape, supported by a strong feedback loop between senior leaders and communications teams. 

Advice from ICB leaders

• Identify opportunities to learn and spread the best from each legacy organisation and review existing system architecture across legacy geographies.