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NHS Bath and North East Somerset, Swindon and Wiltshire

Integrated Care Board

NHS BSW ICB
Client NHS BSW ICB
Region UK
Sector Public Sector, Health and Not For Profit
Offering Organisation Design

The Challenge

In anticipation of the transition to Integrated Care Systems, the three CCGs in Bath, NE Somerset, Swindon and Wiltshire (BSW) merged into a single entity – which is now the BSW Integrated Care Board (ICB). This organisation will is accountable for building collaboration and driving transformation across the System, and within its Place and Neighbourhoods, driving improvements in the services and wellbeing of its population. ​

The organisation has replaced most of its Executive team and needed to bring together capabilities and drive horizontal conversations to bring sustainable change in the System. However, the teams were not truly integrated across historical boundaries and functional silos; the organisation has not yet established its role across the System and the overall System strategic priorities were not yet established. ​

The organisation also needed to develop new capabilities required for it’s role as an ICB, stop any duplicate or now redundant activity that was no longer required in the new Integrated Care System, and shift any activity to System partners that was better delivered there. 

Our Approach

Using the Q5 Metro Map process, we:​

  • Brought together the Exec Team and Senior Leaders to create a common and shared view of the current organisation – the magic and baggage that we will want to work through as we re-shape the operating model. This helped define a set of Design Principles to shape the Operating Model design.​
  • Agreed a shared vision and as the overall System priorities were not yet established, and we defined a set of Guiding Principles for how the Exec team come together.​
  • Tested our existing and options for future ways of working, through a set of scenarios that enabled us to work out how capabilities will need to come together to get the work done, with pace and governance needed to drive delivery.​
  • Created an internal and external depiction of the High Level Operating Model, which created the direction and guard rails for detailed design to begin.

Key Outcomes

  • Improved coordination and ways of working across the executive team and the senior leadership – working through a shared endeavour and towards a common purpose.
  • Established vision and principles for the Operating Model, which enabled Detailed Design to begin.
  • Established the guard rails for the Detailed Design stage so this can ensure consistency and support the knitting together of each part of the organisation.
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