SURREY HEARTLANDS ICS - LEADERSHIP DEVELOPMENT, CO-DESIGN

In anticipation of transition to a statutory Integrated Care Board (ICB), Surrey Heartlands ICS Executive commissioned a partnership of the Transformation Unit and Prospect Business Consulting to support co-production of a new ICB operating model.

The challenge

There was no precedent to follow as no ICS had transitioned when we started our work together. Our work also coincided with COVID, a CCG staff restructure and the need to keep pace with emerging legislation, policy and guidance.

“PROSPECT WERE OUR STRATEGIC OD PARTNER FOR SURREY HEARTLANDS AS WE TRANSITIONED FROM CCG TO ICS, AND DELIVERED GOVERNING BODY AND EXECUTIVE TEAM DEVELOPMENT PROGRAMMES, ONE-TO-ONE COACHING, STAFF DEVELOPMENT WORKSHOPS AND FACILITATED AND PROGRAMME MANAGED OUR OPERATING MODEL PROJECT. I FOUND THEM TO BE CREDIBLE, EXPERT, FLEXIBLE AND EFFECTIVE AND WOULD HIGHLY RECOMMEND THEM AS AN OD PARTNER.”

Executive Director, Surrey heartlands ICB
“OUR NEW OPERATING MODEL IS AN IMPORTANT DEVELOPMENT THAT WILL ENABLE SURREY HEARTLANDS TO BRIDGE CCG-TO-ICB TRANSITION AND SHIFT TO A MORE TRANSFORMATIVE STATE, HELPING US TO REALISE OUR AMBITIONS OF WORKING COLLABORATIVELY WITH ALL OUR SYSTEM PARTNERS. IT WAS VITAL THAT THE WORK WAS CO-PRODUCED WITH SYSTEM PARTNERS AND LED BY TEAMS WORKING IN THE FUNCTIONS CONCERNED; ENSURING IMPLEMENTATION OF THE RESULTING MODEL IS OWNED BY STAFF AND HAS PARTNER BUY-IN. THE DEVELOPMENT PROCESS HAS ACCELERATED THE BUILDING OF RELATIONSHIPS AND NEW WAYS OF WORKING ACROSS SYSTEM PARTNERS. THE RESULTING OPERATING MODEL IS OF EXCEPTIONAL DETAIL, COVERS A DIVERSE SET OF FUNCTIONS AND PROVIDES THE BLUEPRINT FOR HOW WE WILL OPERATE IN THE NEW WORLD. THE SUPPORT PROVIDED BY PROSPECT AND NHS TRANSFORMATION UNIT WAS KEY TO CHALLENGING OUR THINKING, BROKERING CONVERSATIONS, AND SUPPORTING OUR TEAMS TO FOLLOW A WELL-STRUCTURED PROCESS.”

Michael Pantlin ICS Chief People and Digital Officer

The approach

The approach used tried and tested methods for developing an operating model from the worlds of manufacturing and business. It was tailored in accordance with the ICS design guidance.

Key services/products delivered

Newly formed Executive Team development.
1-1 coaching
Developing the Operating Model for the system.

Key Services / Products Delivered

The partners met the challenge of applying subsidiarity to empower their four ‘Places’ to meet the needs of their populations amid the backdrop of a staff restructuring, the Omicron variant and emerging legislation, policy and guidance.

A fully embedded subsidiarity, with Places, Neighbourhoods and Collaboratives empowered to understand and prioritise the health needs of their local populations.
Fifteen functional workstreams were supported to work collaboratively with a broad range of stakeholders from across the system to produce their individual operating models.
Interdependencies were subsequently mapped and the whole ICB operating model assembled.

Client/funder

Surrey Heartlands ICS

Partner

NHS Transformation Unit