Set out the purpose of the transition and vision for the future organisation

Why this matters

Closing down and creating new organisations is a complex process, which can create uncertainty among ICB staff and partners. Articulating why the merger is occurring and what future end state ICB leaders and their staff are working towards is critical to start building confidence in the future organisation. 

What works in practice

While acknowledging that it is not always easy, given cost reduction as a primary driver and a changeable policy context, ICB leaders identified that having frank and honest conversations with partners and staff, alongside a focus on the opportunities of strategic commissioning, helps secure buy-in and maintain momentum. Being clear about what the new ICB is aiming to achieve and starting to build expectations about its values and principles is a key element of the merger process. 

Advice from ICB leaders

• As much as possible, involve staff in the transition and in designing the future organisation, drawing on their experience and expertise.
• Establish a staff transition involvement group, bringing together representatives from across the cluster to feed into the development of the new organisation.