Annual Public Meetings of NHS Derby and Derbyshire ICB, NHS Lincolnshire ICB and NHS Nottingham and Nottinghamshire ICB, held in common

Thank you to everyone who attended our Annual Public Meeting (APM) on 3 September.

The APM provided an important opportunity for the ICBs to reflect on the previous year and be accountable to the communities and populations we serve.

The meeting included updates on performance, achievements, challenges, financial position and priorities for the future.

Attendees also heard about work with partners across health, care, local government and the voluntary sector to improve outcomes for local people.

There were a range of questions from attendees which covered topics including work to implement neighbourhood care, the importance of citizen feedback and involvement, managing financial deficits and expansion of GP facilities.

You can view the slides from the meeting.

You can also view the Annual Report and Accounts for the three ICBs:

NHS Derby and Derbyshire ICB Annual Report and Accounts

NHS Lincolnshire ICB Annual Report and Accounts

NHS Nottingham and Nottinghamshire ICB Annual Report and Accounts

Unanswered questions:

Here are the ICB responses for two questions that we didn’t have time to cover during the meeting:

Q: How can the ICBs be prevented from overreach or empire-building in going beyond their clear remit of strategic commissioning?

A: ICBs can prevent overreach by setting a clear direction through the system strategy and translating this into specific commissioning intentions. These should define the outcomes required, the services to be commissioned and where responsibility for delivery sits.

This means:

• Setting clear priorities and boundaries within the strategy.
• Translating the strategy into clear commissioning intentions.
• Defining responsibilities across the ICB, providers, places and neighbourhoods.
• Making decisions at the most appropriate local level.
• Holding providers to account for agreed outcomes without managing day-to-day delivery.
• Avoiding duplication of functions already undertaken elsewhere.
• Testing any proposed activity against a simple question: Is this required to deliver our strategy and commissioning intentions, and is it within the ICB’s strategic commissioning remit?

The ICB sets the strategic direction, defines its commissioning intentions and assures delivery—while allowing providers, places and neighbourhoods to determine how services are operationally delivered.

Q: Would the DLN cluster be willing to reverse the Professionalisation of Co-Production settings where Members of the Public are increasingly being replaced by Paid Staff?

A: The ICB’s model of co production moving forwards would be to work with communities and groups already across DLN footprint and provide a strategic support function rather than employing experts by experience.  

We recognise the wealth of voices that exist within our communities and are keen to work with people to feed those voices into our quality and commissioning plans.