A Model Integrated Care Board (ICB) Blueprint v1.0 document, shared with ICB leaders in the last few days, marks a significant milestone for the NHS. The document lays the groundwork for how ICBs must evolve to deliver more efficient, patient-centred, and technology-driven healthcare.
This comes ahead of the release of the upcoming NHS 10-Year Plan, and while details are still sparse, we know that the plan will focus on three strategic shifts:
For NHS leaders, pharmaceutical professionals, and healthcare stakeholders, the blueprint offers important insights into how ICBs will need to restructure their operations to align with these objectives. Below, we break down the context, key details, and the potential implications for both the NHS and its partners.
ICBs, which were formally established in 2022, are pivotal to driving healthcare integration and improving population health outcomes. However, the roles and responsibilities of these boards have often lacked consistency and found it hard to use their powers to commission services in line with the four ICS objectives. While there has been progress, resources have continued to be directed towards acute providers leaving primary care under-resourced.
The Model ICB Blueprint addresses this ambiguity by proposing a unified approach to ICBs as strategic commissioning bodies. It aims to reduce inefficiencies, improve care quality, and align resources more effectively. With a focus on value-based healthcare, this approach also supports the broader NHS goals of reducing waste and fostering equity across the system.
A notable part of this change is the cost-efficiency target, with ICBs expected to reduce operational costs to £18.76 per head of population by Q3 2025/26. Achieving this while maintaining quality care is no small challenge, and the blueprint sets clear expectations on how these goals can be met.
The blueprint defines a streamlined set of core functions for ICBs, including the following:
Using advanced data analytics, ICBs will assess population health needs and forecast demand trends to improve resource use and reduce inequalities.
Developing long-term population health strategies by co-producing care models in partnership with local authorities, communities, and provider organisations.
Integrating performance-linked payment mechanisms and contracting models to focus on quality, equity, and efficiency.
Continuous system evaluation using dashboards to monitor resource utilisation, health outcomes, and patient experience.
Ensuring robust accountability frameworks and meeting statutory obligation, such as safeguarding and equality assurance.
The transitional period outlined in the blueprint will see significant changes to ICB structures, including a 50% reduction in staffing levels. With many current responsibilities shifting to providers or regional teams, ICBs will focus on strategic commissioning and neighbourhood-based healthcare delivery.
Functions such as digital and technology leadership, sustainability efforts, medicines optimisation, and local workforce development are among those earmarked for transfer. Meanwhile, Integrated Neighbourhood Teams (INTs) will play a central role in addressing local population needs.
ICBs are encouraged to explore collaborative opportunities, such as merging with neighbouring ICBs, to achieve scaled efficiencies. However, the NHS has clarified that operational savings can't be achieved by simply moving functions to local or outside providers, unless overall savings are achieved.
Glen Burley, NHSE financial reset and accountability director, commented to HSJ: “We are seeking to reduce the management costs of the NHS so that more money can be spent on the frontline. This won’t be achieved by simply moving functions to different organisations – instead ICBs need to be working together to merge functions to cut duplication.”
A significant focus is placed on adopting advanced analytics and AI-powered tools, essential for population health management, predictive modelling, and strategic resource allocation. Investments in digital transformation aim to drive smarter, more efficient decisions across care pathways.
For industry partners, including those in the pharmaceutical and medtech sectors, the Model ICB Blueprint introduces both challenges and opportunities.
The blueprint’s mandate to cut costs will likely prompt ICBs to seek greater value with strong evidence of impact from suppliers. A key figure is the £18.76 per head target, which could heighten the demand for cost-effective products and services. Industry partners will need to demonstrate the tangible value their offerings bring to patient outcomes, operational efficiencies, and overall healthcare costs.
With several ICB functions transferring to neighbourhood-level providers, including medicines optimisation and primary care operations, decision-makers are set to shift away from the national or Board level. Suppliers will need to adapt their strategies to engage with a more diverse, localised and collaborative healthcare landscape.
ICB responsibilities include “designing new care models and investment programmes, coordinating major transformation programmes” and “developing and agreeing best practice care pathways with partners, people and communities.” This potentially opens the opportunities further for NHS-Industry Partnerships to accelerate patient access to healthcare services and medicines.
The increased emphasis on digital healthcare opens doors for innovation-driven industry players. Providers specialising in AI, analytics, and interoperable digital tools could see opportunities to support ICBs and neighbourhood teams in improving efficiency and care delivery.
As ICBs aim to transition care delivery closer to local communities, industry partners have the chance to align their solutions with neighbourhood health priorities. Collaborative initiatives, such as co-designing programmes with integrated neighbourhood teams, could enable them to play an integral role in this evolving landscape.
While the blueprint defines a clear direction, the operational transition introduces risks of disruption and delays. Industry partners should be prepared for potential pauses in procurement or decision-making as ICBs and other NHS organisations adjust to their new roles.
The Model Integrated Care Board Blueprint represents a bold yet necessary step in the NHS's transformation toward efficient, equitable, and patient-driven healthcare. By redefining the roles of ICBs, it lays the foundation for a future aligned with the NHS 10-Year Plan’s goals of prevention, digital innovation, and community-based care.
However, the transition will require careful execution. The onus is on NHS leaders and industry partners to collaborate closely, ensuring that cost savings and operational changes support, rather than hinder, the delivery of high-quality care.
For healthcare professionals and industry stakeholders aiming to adapt to these changes, staying informed is key. The Model ICB Blueprint is not just a roadmap for reform; it’s an invitation to participate in shaping the next chapter of the NHS.
If you’re looking for tailored advice or insights into navigating these changes, contact our team of experts.
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