A new NHS blueprint, Model Integrated Care Board – Blueprint v1.0, has suggested shifting digital leadership responsibilities from Integrated Care Boards (ICBs) to healthcare providers.
The blueprint, developed collaboratively by ICB leaders and NHS England, outlines the aim to streamline digital transformation by enabling providers to implement digital initiatives while ICBs focus on strategy and oversight.
ICBs have held a broad remit, encompassing both strategic planning and operational functions, including digital transformation. However, this dual role has often led to ambiguities and inefficiencies.
The blueprint, developed collaboratively by ICB leaders and NHS England
By transferring digital leadership to providers, the NHS seeks to empower those directly involved in patient care to ensure digital advancements are more directly aligned with the delivery of services, according to the blueprint.
The blueprint also states that this proposed approach promotes a more integrated approach to digital transformation, leveraging the strengths of both entities to improve patient outcomes and service delivery.
Reactions from the experts
The Model Integrated Care Board – Blueprint v1.0 has sparked wide-ranging reactions from health tech leaders and industry experts, with many broadly welcoming the proposals to devolve digital leadership and operational responsibilities from ICBs to local providers.
The Model Integrated Care Board – Blueprint v1.0 has sparked wide-ranging reactions from health tech leaders
While optimism is high about the opportunities for innovation and integrated care, several experts cautioned about the risks of fragmentation and disruption during the transition.
The decision is welcomed
Many leaders expressed support for the blueprint’s ambition to place digital decision-making and transformation in the hands of those closest to patient care.
Rachael Fox, Executive VP, UK & EMEA at Altera Digital Health, a healthcare software company, said: “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.”
We welcome NHS England’s blueprint to shift digital leadership and transformation to providers
Fox also highlighted the importance of building on existing NHS technology infrastructure, adding: “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.”
David Challinor, Managing Director at Chrystal Medical, a clinical solutions company, praised the intention to streamline NHS operations: “The intention to streamline operations, empower local systems, and deliver more responsive, patient-focused care is laudable.”
Challinor called the reforms “a pivotal opportunity to accelerate transformation across the NHS.”
Calls for caution on implementation and workforce impact
Several experts urged caution around how the changes will be delivered and their potential impact on both patients and NHS staff.
Alison Gardiner, CEO and founder of Sleepstation, a mental health service on the NHS, said: “The transition is likely to be messy and the human impact on those working within ICBs will be significant. Unfortunately, the disruption also risks slowing or even derailing progress.
Several experts urged caution around how the changes will be delivered
“It is vital that digital care models already delivering for patients are recognised as exemplars… There is a real risk that this transition will prioritise new pilots over building on proven solutions.”
Phil Bottle, Managing Director at SARD, a software company in collaboration with the NHS, echoed concerns around consistency: “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.”
Prevention, data integration, and AI priorities
A recurring theme among respondents was the emphasis on data integration and prevention as central to achieving the blueprint’s aims.
Dr Harry Thirkettle, Director of Health and Innovation at Aire Logic, a software company, said: “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.”
Dr Thirkettle stressed that success would require “real-time data, automated alerts, and analytics that guide their work—not just report on it.”
A recurring theme among respondents was the emphasis on data integration and prevention as central to achieving the blueprint’s aims
Rich Pugmire, CEO of Answer Digital, a software company, called for swift clarification on the regional teams' role, stating: “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.”
Primary Care and community services considerations
Julian Coe, Managing Director of X-on Health, a telecom service provider, focused on the impact on primary care services, warning:
“It is essential that a consistency of care continues to be delivered for patients despite ongoing changes behind the scenes.”
Coe urged NHS England to ensure better-integrated tools for primary care and clearer direction in the forthcoming 10-year plan.
A ‘transition moment’ for health tech
Alan Payne, Group Director at Access HSC, described the blueprint as:
“A significant change for health tech and a ‘transition’ moment. ICBs may effectively be pared down to what appears to be a nominal role.”
Payne cautioned that while increased local decision-making was welcome, “the transfer of so many functions to regional and local teams could put the continuum-based healthcare we all know needs to happen at risk.”
A significant change for health tech and a ‘transition’ moment
Jonathan Elliott, Managing Director at Epro, a software company, noted the importance of careful financial stewardship as responsibilities shift:
“We must ensure that the resources are available to deliver projects and must look at the myriad of solutions that are already available and proven to deliver integrated workflow solutions at a low cost to the NHS.”
Looking forward
Overall, while health tech leaders broadly welcome the NHS ICB blueprint’s aims to devolve digital leadership and drive transformation closer to patient care, they caution that successful delivery will depend on clear operational detail, workforce support, and continuity of proven digital care models.