We’ve gathered responses from leaders at a range of health tech suppliers to understand more about what the changes to Integrated Care Boards (ICBs) could mean for the future of connected care.
NHS England’s recently published ICB model blueprint will see Integrated Care Boards (ICB) transition from a mixed operational-commissioning model to becoming strategic commissioners and intelligent healthcare payers, underpinned by data, analytics, and user-centred design.
As part of the blueprint plans, more than a dozen key functions, including workforce planning, primary care, and digital leadership, are set to be transferred out of ICBs under NHS England’s new blueprint which outlines plans to move several responsibilities to emerging “neighbourhood health providers” as amid efforts to cut overheads by 50 per cent.
As ICBs evolve, will this blueprint assist the NHS and delivery of co-ordinated care, or is it another layer of bureaucracy to overcome?
Understandably, the announcement has resulted in a wave of reactions across the health tech landscape, from optimism to calls for greater clarity. We’ve gathered responses from leaders at a range of health tech suppliers to understand more about what the changes could mean for the future of connected care.
Dr Harry Thirkettle, Director of Health and Innovation, Aire Logic
“The blueprint positions prevention as a strategic priority, but this has been said before. The difference this time has to be in how we enable it. Prevention can’t just be a vision—it needs to be digitally enabled, with tooling that helps identify risk early, intervene upstream, and measure outcomes over time. That means giving neighbourhood teams access to real-time data, automated alerts, and analytics that guide their work—not just report on it.
“If we’re serious about prevention, we need to build for it. And if we want AI to help deliver the transformation the blueprint imagines, we have to ensure that systems are ready—not just in principle, but in practice.”
Julian Coe, Managing Director, X-on Health
“With responsibility for primary care earmarked to be transferred out of ICB control and into an emerging neighbourhood health providers model it is essential that a consistency of care continues to be delivered for patients despite ongoing changes behind the scenes.
“Primary care is the front door to the health service and it is vital that practices and PCNs are provided with better-integrated tools for ongoing, practical support to refine and improve workflows so that patients get a better experience and automation is provided so clinical staff have more time to care. The 10 year plan needs to provide sufficient clarity on the approach, so that all the fantastic people in primary care who want to improve things can move forward with the delivery.”
Rachael Fox, Executive Vice President, UK & EMEA at Altera Digital Health
“We welcome NHS England’s blueprint to shift digital leadership and transformation to providers, enabled by a national data and digital infrastructure, those closest to patient care. This move has the potential to fast-track innovation and ensure technology drives real impact where it matters most.
“As NHS England engages suppliers on the development of a Single Patient Record (SPR) which will be a crucial part of the digital infrastructure, we’re encouraged by the ambition to create a unified, longitudinal view of health and social care, what could become a true “single version of the truth” for every individual.
“At Altera Digital Health, we believe this vision will only be achieved through interoperable, EPR-agnostic solutions that extend and enhance the existing NHS technology estate, not replace it unnecessarily. Our platform is designed to support a single shared care record at pace, enable seamless collaboration across care settings, and unlock the power of national data to improve outcomes. We look forward to supporting the system to make this transformation a reality.”
Phil Bottle, Managing Director, SARD
“The proposed transfer of high-level strategic workforce planning, development, education, and training to regional teams in the ICB blueprint is an interesting approach which could present some unique opportunities. Whilst I appreciate decisions being devolved and owned by those closest to the action, caution needs to be taken to avoid well-meaning but fractured decisions. There is always room for sharing best practice and if run correctly an ICB, even in this form, can offer that.
“If regions and trusts in them are going to make the most of this responsibility shift, the focus also needs to be towards achieving outcomes that deliver tangible and positive outcomes for the trust, not just meeting centrally set targets.”
Rich Pugmire, CEO, Answer Digital
“In a transition to becoming strategic commissioners with reduced headcount, it is essential that ICB delivery is underpinned by a drive to understand and join up regional data. Data integration is pivotal in driving enhanced efficiency and productivity, and AI can play a large part in this, but it must be implemented and applied in the correct way.
“The announcement of regional teams requires more detail, it is imperative that this information is available as soon as possible as part of the 10 year plan to allow plans to be implemented accordingly across the country.”
