Page Contents
Introduction
The Health and Care Bill introduced in Parliament on 6 July 2021 confirmed the Government’s intentions to introduce statutory arrangements for integrated care systems (ICSs) from July 2022. Each ICS comprises of:
- Integrated Care Partnership (ICP): the broad alliance of organisations and representatives concerned with improving the care, health, and wellbeing of the population, jointly convened by local authorities and the NHS
- Integrated Care Board (ICB) bringing the NHS together locally to improve population health and care.
Role of the NHS Derby and Derbyshire Integrated Care Board
The Integrated Care Board (ICB) will plan to meet population health needs, allocating resources, ensuring that services are in place to deliver against ambitions, facilitating the transformation of services, co-ordinating and improving people and culture development, and overseeing delivery of improved outcomes for their population.
Our purpose, working in partnership across our system, will be to:
- Improve outcomes in population health and healthcare
- tackle inequalities in outcomes, experience, and access
- enhance productivity and value for money, and
- help the NHS support broader social and economic development.
The ICB has the function of arranging for the provision of services for the purposes of the Health Service in England in accordance with the Act. The statutory governance requirements for the NHS ICS body are set out in legislation.
The arrangements must ensure ICBs can effectively discharge their full range of duties and functions bringing all relevant parties together, including arrangements for committees and groups to advise and feed into the board, and to exercise functions delegated by the board. Boards may be supported by an executive group and other professional and functional leads, to manage the day-to-day running of the organisation. Arrangements should address the cross-cutting functional responsibilities of the body including finance and resources, people, quality, digital and data.
Glossary and acronyms
ICP
Integrated Care Partnership: a statutory committee jointly formed between the NHS Integrated Care Board and all upper-tier local authorities that fall within the ICS area. The ICP will bring together a broad alliance of partners concerned with improving the care, health and wellbeing of the population, with membership determined locally. The ICP is responsible for producing an integrated care strategy on how to meet the health and wellbeing needs of the population in the ICS area.
ICB
Integrated Care Board: statutory NHS organisation responsible for developing a plan for meeting the health needs of the population, managing the NHS budget and arranging for the provision of health services in the ICS area. When ICBs are legally established, clinical commissioning groups (CCGs) will be abolished.
ICS
Integrated Care System: partnerships of organisations that come together to plan and deliver joined up health and care services, and to improve the lives of people who live and work in their area.
Place-based partnerships
Within each ICS, they will lead the detailed design and delivery of integrated services across their localities and neighbourhoods. The partnerships will involve the NHS, local councils, community and voluntary organisations, local residents, people who use services, their carers and representatives and other community partners with a role in supporting the health and wellbeing of the population.
Provider collaboratives
They will bring providers together to achieve the benefits of working at scale across multiple places and one or more ICSs, to improve quality, efficiency and outcomes and address unwarranted variation and inequalities in access and experience across different providers.
What does an ICS mean for the public?
Working together for people
In the future people who have a lot of different needs can receive a much more joined-up support for both health and care needs.
This way of working, called integrated care, is going to be overseen by 42 new bodies in England called integrated care systems (ICS).
It’s all about building on what we already do, working better for people’s health and brings councils and the health service closer even together.
Our ICS is called Joined Up Care Derbyshire.
Our Integrated Care System (ICS)
This way of working isn’t new.
JUCD is the Derby and Derbyshire health and social care partnership for adults and children.
Our priority is to make improvements to the Derby & Derbyshire populations’ life expectancy and healthy life expectancy levels in comparison to other parts of the county and reduce the health inequalities that are driving these differences.
We will work together even more closely across health and care services, to make sure local people are living well.
We want to involve local people more in understanding their priorities and needs, and for them to help us shape the services and support available.
How will health and care work together?
The biggest change that this new way of working will bring is that the NHS and local councils – which deliver many health and care services – will be working together under legislation as part of a new body.
We need to see health not just in terms of treatment, but as the product of our whole lives and the support we receive.
Our health is affected by many things – housing, unemployment, financial stress, domestic abuse, poverty and lifestyle choices. This is something that needs to be looked at through a partnership between the local government, the NHS and the voluntary sector.
ICS structure
The main statutory functions of the ICB are:
- Developing a plan
- Establishing governance arrangements
- Leading system-wide action on data and digital
- Driving joint work on estates, procurement, supply chain and commercial strategies
- Functions conferred from CCGs
- Allocating resources
- Arranging for the provision of health services
- Understand local priorities, track delivery of plans, monitor and address variation and drive continuous improvement
- Planning for, responding to and leading recovery from incidents
- Establishing joint working arrangements
- Leading system implementation of the People Plan
- Ensuring NHS plays a full part in social and economic development and environmental sustainability
- Functions delegated by NHS England
The delivery of these functions will be overseen by the ICB Board which is composed as follows:
Chair
John MacDonald
CEO
Chris Clayton
Chair of Audit & Governance Committee
Sue Sunderland, Non-Executive Member
Chair of Remuneration Committee and Chair of ICB People & Culture Committee
Margaret Gildea, Non-Executive Member
Chair of Quality & Performance Committee
Dr Buk Dhadda, Non-Executive Member
Chair of Finance & Estates Committee
Richard Wright, Non-Executive Member
Chair of Population Health & Strategic Commissioning Committee and Chair of Public Partnerships Committee
Julian Corner, Non-Executive Member
Executive Director of Finance
Keith Griffiths, ICB Executive Director
Chief Medical Officer
Dr Chris Weiner, ICB Executive Director
Executive Director of Nursing/Deputy CEO
Brigid Stacey, ICB Executive Director
Executive Director of Strategy and Planning
Zara Jones, ICB Executive Director
Executive Director of Corporate Affairs and Partnerships
Helen Dillistone, ICB Executive Director
Chief People Officer
Amanda Rawlings, Joint Executive Role
Chief Data and Digital Officer
Jim Austin, Joint Executive Role
Derby City Council representative
Andy Smith, Partner Member
Derbyshire County Council representative
Dean Wallace, Partner Member
Trust representatives
Ifti Majid, Partner Member
Tracey Allen, Partner Member
Chair of Clinical & Professional Leadership Group
Dr Avi Bhatia
NHS Derby and Derbyshire ICB Executive Team Structure
ICB Executive Team
The Executive leads for the ICB and their key areas of responsibility are set out in the Powerpoint below.
NHS Derby and Derbyshire ICB Committee Structure
You can see the Functions and Decisions map in Appendix A and describes the governance structure of the ICS including the committees to the ICB. Further detail is available in the Governance Handbook, Scheme of Delegation and Standing Financial Instructions which are all available on our intranet.
Appendix B explains the ICB Special Lead Roles on the ICB Board
Scheme of Reservation and Delegation
The Scheme of Reservation and Delegation (SoRD) sets out those decisions that are reserved to the ICB Board and those decisions that have been delegated in accordance with the powers of the ICB and which must be agreed in accordance with and be consistent with the constitution. The SoRD identifies where, or to whom, functions and decisions have been delegated to.
Corporate Governance Framework
The Corporate Governance Framework provides guidance to assist with the management of ICB Board, Committee and internal meetings, including the formulation of terms of reference; agendas and minutes; and the general management of a meeting’s process.
Provider Collaboratives and Place partnerships
Place-based partnerships are collaborative arrangements that have been formed by the organisations responsible for arranging and delivering health and care services in a locality or community.
They involve the NHS, local government and providers of health and care services, including the voluntary, community and social enterprise sector (VCSE), people and communities (people who use services, their representatives, carers, and local residents).
In many cases they include other community partners with a role in supporting the health and wellbeing of the population and addressing health inequalities, such as housing associations, skills and education services and local business. It is intended that there will be two Place partnerships: one for the city, one for the county.
Provider collaboratives are partnership arrangements involving at least two trusts working at scale across multiple places, with a shared purpose and effective decision-making arrangements, to:
- Reduce unwarranted variation and inequality in health outcomes, access to services and experience.
- Improve resilience by, for example, providing mutual aid.
- Ensure that specialisation and consolidation occur where this will provide better outcomes and value.
Provider collaboratives work across a range of programmes and represent just one way that providers collaborate to plan, deliver, and transform services. Collaboratives may support the work of other collaborations including clinical networks, Cancer Alliances, and clinical support service networks.
Providers may also work with other organisations within place-based partnerships, which are distinct from provider collaboratives. Place-based partnerships co-ordinate the planning and delivery of integrated services within localities and alongside communities, while provider collaboratives focus on scale and mutual aid across multiple places or systems.
The system will comprise of the existing Joined Up Care Derbyshire Board. Two Place Partnerships: based on our existing Local Authorities – Derbyshire County and Derby City, seven additional local Place Alliances15 Primary Care Networks (PCNs).
These different tiers exist as there is a clear need for collaboration in smaller geographies within our ICS, as with 1 million people in Derbyshire the ICS would be too far removed from the distinctive needs and characteristics of local populations.
There will be a range of delivery points for our collaboration, overseen by an NHS ICS Board and a Partnership Board. Much of the rest of the ‘architecture’ is to be determined but will include the elements in the diagram.
While operating at these four levels, there will remain the statutory organisations who make up the partnerships. This includes NHS Foundation Trusts, GP practices, local authorities (county council, city council and district and borough councils), the voluntary sector, police, fire and rescue and others. These organisations will all continue to exist, employ people, have statutory accountabilities and a clear identity with the public. Through the ICS structures people within them will be working more and more closely together in the new partnership/collaborative structures.
There is also the opportunity to develop new partnerships that span existing boundaries, where developing services at larger scale can use specialist skills and expertise to the best effect for our population.
Changes to the Derbyshire border: Glossop
In 2021, the government decided that Glossop healthcare services should not move from NHS Tameside and Glossop CCG into the Greater Manchester ICS with the rest of Tameside but instead move to the Derby and Derbyshire ICS, to enable closer joined up working across the system so that health and social care are co-terminus.
There are c33,000 people in Glossop with six GP practices and one Primary Care Network, and NHS Derby and Derbyshire ICB will take on the legal responsibility for commissioning health services for the Glossop population from 1 July 2022.
From 1 July 2022, services will continue to be delivered in the same way as they are, and over time, the ICS will look for service improvement opportunities with the input of the local population.
In the meantime, the following are ways to find out more information:
Engagement platform – we have collated all the questions and concerns raised through all channels including community networks, our listening events, emails, MP enquiries, social media, and other routes. The team have summarised this into a feedback document which you can find on our engagement platform.
Communications and Engagement
From July 1, 2022, you will see changes to the websites of the Derby and Derbyshire CCG and Joined Up Care Derbyshire. The CCG website will be removed from public access and will subsequently be archived by The National Archives because the CCG is a statutory government body. The current Joined Up Care Derbyshire website will also be retired, but it is not a statutory body so will not be archived by The National Archives.
A new website has been designed and built, using the existing and well-known Joined Up Care Derbyshire branding. It will take over the www.joinedupcarederbyshire.co.uk URL and it will become the website for the new Integrated Care System. This website will include a micro-site for the Integrated Care Board, which will have NHS branding as it is a statutory NHS body.
Content from the two existing websites is undergoing an extensive review, which will include checks that it is up to date, relevant and not duplicated. After this process, content will be moved to the new ICS website. The CCG staff intranet is also being re-designed to make it a more accessible and valuable tool for staff of the ICB and will be accessed in the same way as it is now.
A comprehensive staff briefing on all the changes to websites, social media, branding and other updates will be shared ahead of the transition on 1 July.
Human Resources
Staff from NHS Derby and Derbyshire CCG and the Joined Up Care Derbyshire Core Team, currently hosted by Derbyshire Healthcare NHS Foundation Trust will transfer to the new NHS Derby and Derbyshire ICB on 1 July 2022.
The legal mechanism for transfer will be a statutory transfer scheme made by NHS England, however as TUPE may apply, the process will be in line with that required by the Transfer of Undertakings (Protection of Employment) Regulations 2006 (TUPE 2006) and Cabinet Office Statement of Practice on Staff Transfers in the Public Sector (COSOP).
Changes for DDCCG employees
For DDCCG employees there are no changes to any terms and conditions, for example, contractual place of work, as part of the transfer. However, it is possible that some employees/teams may change line manager/directorate on or after 1 July 2022 to align with the Executive Team structure for the ICB. Some day-to-day duties and responsibilities might change in line with an employee’s band.
It is also likely that some employees may change teams and or line manager on or after 1 July 2022 to align with the Executive Team structure for the ICB.
Changes for JUCD Core team
For JUCD Core team staff employed by DHcFT there will be the following changes:
- Change of pay date to the 20th of each month
- Change of work location to either Cardinal Square (Derby) or Scarsdale (Chesterfield) – using the nearest location to the employee’s home address. The new operating model provides for a balance of remote working from home and office-based working. Employees will be required to work from their base on occasion according to service needs. There will be no car parking costs to work at Cardinal Square or Scarsdale.
General HR points
The new organisational structures and line management structures will be reflected in the ESR hierarchy.
The contact details for the HR team, payroll and pensions team remain the same and are published on the staff section of the intranet.
The HR Policies and Procedures of the CCG will be updated to reflect the new organisation. Where there is no material change then the policies will be reviewed for compliance and uploaded to the intranet. Where there is material change to be discussed, the policies will go through the usual consultation and governance processes prior to agreement and upload.
ID badges will be updated on a phased basis and further information will be issued about this in the coming weeks.
Commissioning and Contracting
A single contracts database is in the process of being developed with amalgamated information from CCG contract holding teams – i.e., Healthcare contracts, Primary Care contracts, Medicines Management contracts and Corporate contracts. This will be saved in the contracting folders and will contain the usual information including contract manager/lead, values, and duration of contract. Existing contracts held by the CCG will either automatically transfer to the ICB under a national deed or new contracts with the ICB as commissioner will be created if the organisation intends to sign and agree these – post 1st July.
Myth busters
Myth: There won’t be any contracts for system providers.
Reality: The ICB will be a legal entity, NHS providers will remain separate legal entities, contracts will be required for flow of funds.
Myth: Provider performance won’t be managed by the ICB.
Reality: Agreement of finances is likely to be managed differently but will require clear description in contracts to avoid disputes. The NHS Standard Contract is the principle vehicle for devolution of national policy and contract management of adoption and delivery of that policy will remain important.
The majority of contracts held by the CCG are with the Independent Sector and these will be completely unchanged.
Wider performance, e.g. constitutional standards, will be governed by the contract but are not likely to be reviewed via contract management. The ICB will carry responsibility for achievement of national standards and local planning targets and is developing mechanisms for managing this via a performance framework.
Myth: Under the provider selection regime (PSR) there will be no more procurements.
Reality: Most of current procurements are carried out to obtain market engagement rather than to comply with legislation. These are likely to continue and will need dedicated support. Some procurements may become unnecessary though.
Myth: Under the PSR, governance will be reduced.
Reality: The governance requirements of the PSR are arguably more complex with a detailed record of decision-making against specific criteria required for every new contract. All contract awards will also require publication before award.
Under the new AQP rules, any qualified provider can provide services subject to due diligence checks – there may be more providers therefore and more provider management.
22/23 National Contract Context
Contract Background
All healthcare services commissioned by the CCG require a contract to be in place using the format of the National NHS Standard Contract 22/23. This will also be the case for services transferred to the ICB on 1 July and applies to all providers, NHS, Independent and Voluntary Sectors (except where grant agreements are applicable).
Deadline for signature
Whilst the annual deadline is 31 March, the contract was only issued at the end of February and in particular the main NHS contracts have been awaiting completion of the planning round at the end of April. The national NHSE Contracts team have issued guidance saying that, as a minimum, all contracts should be signed by 30 June before ICB handover. We are working towards end May with escalation of any contracts unsigned at that point to ensure that contracts are all completed to time.
Aligned Payment Incentive
The national payment system this year required the use of the Aligned Payment Incentive Scheme – this is an agreed block value for each NHS contract over £30m with variable payments for elective activity (above or below plan) and repayment of CQUIN or Best Practice Tariff underachievement. National tariff continues to be the payment mechanism for Independent Sector elective contracts, with local prices or block arrangements for other IS contracts. The payment mechanism for NHS contracts under £30m can be locally agreed.
Derbyshire Payment System
In line with other systems (e.g. Greater Manchester), JUCD have agreed not to use this approach so that there will be no financial incentive for CQUIN or Best Practice Tariff and there will be no variable element for elective performance. A formal application to NHSE for approval of this approach will be made shortly but the approach was explained in our 22/23 planning submission and has been accepted there.
NHS Out of Area Contracts
The same approach is being used for NHS Out of Area contracts e.g. Nottingham University Hospitals, but a number of these are proving more difficult to agree due to differing approaches being adopted by other systems. These contracts will be escalated at 31 May if not agreed at that point.
Digital Services and IT
As part of the changes, the CCG will be renamed by the national ODS team to reflect the name of the ICB that they are connected to along with the current ODS code for the CCG as a suffix. As a result, the organisation’s short name will be updated to reflect the new ICB name – NHS DERBY AND DERBYSHIRE ICB – 15M.
As a result of the organisation name change, the prefix for any shared mailboxes or distribution lists that exist within the CCG will change from ddccg.mailboxname to ddicb.mailboxname e.g. ddccg.igteam@nhs.net will become ddicb.igteam@nhs.net
Please note that individual mailboxes are not affected by this change, but there are currently third-party organisations who have shared mailboxes linked to the CCG who may be affected. There are also some shared mailboxes that remain linked to one of the previous four CCGs who may be affected by this change.
A list of third-party organisations and mailboxes has been provided and the NHS Mail national team are currently reviewing all affected third-party mailboxes to ensure there are no clashes with existing or proposed mailboxes prior to the move taking place.
While it is expected that the existing mailbox names will continue to be operational for some time after the migration to the ICB, colleagues should update email signatures, promotional materials and web sites to ensure that the new mailbox name is used.
The ICB will continue to use the same shared folder as the CCG, with some modifications taking place to take account of changes to the Directorates or new areas of working. All shared drives relating to previous four CCGs will be closed prior to July 1st with documents and data either being archived or moved onto the DDCCG T: drive if still active.
We will also be deploying a Mobile Device Management solution across all of our mobile phones to ensure they comply with standard NHS Digital and local policies as part of the organisation’s management of cyber security risks. This may require the recall of devices with an expectation that colleagues will travel to either Cardinal Square or Scarsdale to allow the team to install the necessary applications and factory reset the device where this is required.
Finance
Ledger Access
A new financial ledger is being created for the ICB. This financial ledger will continue to be Oracle, which is mandated to all ICBs by NHSEI through NHS Shared Business Services (SBS).
You will be able to access the new ledger in the same way now at https://nww.sbs.nhs.uk/wp/isfe-zone/ with largely the same responsibilities, however your username will change due to the change in ODS code:
15MJBLOGGS -> QJ2JBLOGGS
To access the ledger for the first time, it is recommended that you request a password reset using your new log-in credentials. If there are any problems, please contact ddccg.oracleusersderbyshire@nhs.net.
Those with access to the new ledger will generally already have sound knowledge of Oracle. Should anyone need any training, there is a library of guides provided by SBS:
Key recommendation’s are included in Appendix C.
Invoices on the CCG Ledger
All unpaid invoices within the CCG ledger as of 30th June 2022 will be transferred to the ICB ledger. The following should be noted:
- No invoices can be paid by the CCG following the final payment runs in late June, and instead will be paid in the ICB ledger once the invoices have transferred. Invoices will not be available for payment in the first week of the ICB, therefore staff are urged to action invoices promptly in June where urgent payment is required.
- Any invoices on hold within the CCG ledger will transfer to the ICB as new live invoices. Therefore, these invoices will need to be put on hold if still in query. Staff are urged to close queries and action invoices before transition.
Purchase Orders (POs)
As of 31st May 2022, no Purchase Orders should be raised where the corresponding invoices are not guaranteed to be received and receipted by the CCG before 15th June 2022. POs raised following this date (where no subsequent invoice is received before the ledger transition cut-off) will be required to be re-raised in the ICB ledger, as POs will not be transferred between into the ICB ledger.
You can find more information about how to raise a Purchase Order over here.
Invoicing Address
Suppliers will receive a letter in June informing them of the new payables address for invoicing purposes. Suppliers issuing invoices to the CCG payables address will be accepted for a period of 6 months following the creation of the ICB. Following this period, the invoices will be rejected.
The ICB’s address for suppliers to include on their invoices is:
NHS DERBY AND DERBYSHIRE ICB
QJ2 PAYABLES N045
PO BOX 312
LEEDS
LS11 1HP
Cost Centre Mapping
Cost centres will change as we move to the new ICB ledger. The cost centres, their names, and the hierarchy they sit in is standard and identical across all ICBs. Please see the below embedded document which maps our current CCG cost centres to the upcoming ICB cost centres.
Frequently Asked Questions (FAQs)
If you have any further queries, please visit the FAQ section on the NHSE website, or you may also pose questions via the usual internal mechanisms.
Appendix A
Appendix B – ICB Special Lead Roles on the ICB Board
| Non-Executive Member | Champion / Lead role |
| Sue Sunderland | Conflicts of Interest Guardian |
| Sue Sunderland | Joint Chair of Commissioning for Individuals Panel |
| Sue Sunderland | Chair of Individual Funding Requests Panel |
| Margaret Gildea | Freedom to Speak up Guardian |
| Margaret Gildea | Health & Wellbeing Champion |
| Margaret Gildea | Equality and Diversity Champion |
| Richard Wright | Security Management Champion |
| Richard Wright | Chair of Persistent Contacts Panel |
| Richard Wright | Member of Individual Funding Requests Panel |
| Richard Wright | Joint Chair of Commissioning for Individuals Panel |
| Julian Corner | Joint Chair of Commissioning for Individuals Panel |
| Julian Corner | Appeals Chair of Individual Funding Requests |
| Dr Buk Dhadda | ICB Vice Chair |
| Dr Buk Dhadda | Doctors Disciplinary (MHPS) Lead |
Appendix C – Finance recommendations
- Video: Viewing, coding and approving a Non-PO Invoice (Spend invoice without a purchase order)
- Video: Approving a Sales Invoice
- Raising a requisition (where a purchase order is required)
- Video: Approving a requisition
- Quick Ref Guide: Vacation Rules
Download this guide
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