Role and Funding of BLMK Integrated Care Board
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Overview and organogram (at 31 December 2022)
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•
Bedfordshire, Luton and Milton Keynes Integrated
Care Board (BLMK ICB) is responsible for deciding
how the NHS budget for the area –
which covers a
population of 1 million people –
is spent.
•
It is responsible for planning how NHS services are
delivered in the area in order to:
–
improve the health of the population
–
deliver higher quality care, and
–
achieve better value for money.
•
This includes deciding how resources are allocated.
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The ICB is responsible for:
•
Developing a plan for the delivery of NHS services
•
Allocating resources
•
Establishing joint working arrangements
•
Establishing system governance
•
Arranging health service provision
•
Using data and digital to improve services
•
Supporting and developing the health and care
workforce
•
Emergency preparedness, resilience and response
•
Delegated functions from NHS England
•
Data and digital improvements and innovation
•
Achieving social and economic development and
sustainability goals
•
Maximising value for money
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No executive pay sits outside of the nationally approved pay ranges.
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Figures are inclusive of on-costs and do not include vacant posts.
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Our aim is simple. We want to help people who live in Bedfordshire, Luton and Milton Keynes to live longer lives in
good health. Since the organisation was established in July 2022, we have started to align and reshape our
organisational structure to make sure we’re focused on supporting residents to improve their health.
•
We are:
–
Delivering a social prescribing programme to help people live fuller, healthier lives.
–
Working with partners to improve the local environment, promote good health and achieve the ambition to have
a net zero NHS Carbon Footprint by 2035.
–
Partnering with the voluntary, community and social enterprise sector to get closer to communities and deliver
health and care services locally.
–
Using connections with local people to reach vulnerable people who don’t engage with health services, so that
we can prevent poor health in the future.
–
Adopting innovations in digital technology including WHZAN monitoring, yellow bracelets and raiser chairs to
help vulnerable people be cared for at home and to support their ongoing independence.
–
Working with local authorities to create aspiration in our communities and partner with anchor institutions to grow
our local economy, tackle social issues and help people create good health.
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Chair
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Executive
Directors
9 WTE
Non-Executive
members
1 WTE
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The Board of the ICB includes a chair, the chief
executive and other executive directors, and
partner members from NHS providers, primary
medi
cal services
and local authorities. NHS and
Local Authority Partner Members are employed by
other organisations and are not remunerated for
their role on the Board of the ICB. This chart
displays only those whom we employ and
remunerate.
Our full Board membership is
available on our website.
NHS England is responsible for holding all ICBs to
account for delivery.
Clinical Leads
44.25 sessions
(4 hours = 1
session)
43
Individuals
(Programme Costs)
Clinical oversight is provided by Clinical Leads, who are remunerated
through contracts held with the ICB.
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Chief of System
Assurance and
Corpora
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VSM
Band 8A – Band 9
Running Costs
13.5 WTE
Band 2 – Band 7
Running Costs
13.66 WTE
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The System Assurance and Corporate Services
Directorate delivers several statutory responsibilities,
from performance to consultation and corporate
governance. The team supports the ICB and the wider
integrated care system to deliver and develop greener
and more sustainable health and care services for local
people. It work
s in partnership
with the Voluntary,
Community and Social Enterprise sector to support
people in their local communities by understanding
needs and developing improved services in conjunction
with local people.
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Chief of Staff
Band 9
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Running Costs
7.85 WTE
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The Corporate Office Directorate provides high-level
support to the Chair and Chief Executive in delivering the
vision of the ICS, including interpretation and localisation
of national policy and priorities alongside the
management of corporate offices. The team also
provides emergency planning, resilience and response
services, to meet the ICB’s statutory responsibility to
plan, prepare for and respond to emergencies and major
incidents.
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Chief Primary
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VSM
Band 8A – Band 9
Running Costs
21.2 WTE
Band 2 – Band 7
Running Costs
16.65 WTE
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The Primary Care Directorate commissions high-quality
primary care services including 24/7 urgent care services
and medicines management for registered and
unregistered populations. It facilitates the development
and expansion of primary care access and local
resilience of services. Currently the team is accountable
for all primary medical contracts and, from April, will also
include community pharmacy, dental and ophthalmology
services. The team also has responsibility for the ICS
COVID and flu vaccination programmes.
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The Quality, Safeguarding and Vulnerabilities Directorate
leads the quality assurance, quality improvement and
inequalities lenses across the ICB. We are moving our
focus to place-based, resident-led programmes to
enable improvements in population health and to reduce
inequalities.
Chief Nursing
Director
VSM
Band 8A – Band 9
Running Costs
0.6 WTE
The Medical Directorate is all about improving care for
patients through professional leadership development
(including pharmacists, Allied Health Professionals and
others), enabling the use of digital technology across
health and care, as well as facilitating changes to patient
pathways that lead to better outcomes.
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Chief Medical
Officer
VSM
Band
2
– Band 9
Running Costs
10.93 WTE
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The People Directorate runs the internal people and
development service for the Integrated Care Board and
runs the system people team, working externally with all
our health, care and voluntary sector colleagues to
recruit and retain, support and develop our workforce.
N
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Chief People
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VSM
Band 8A – Band 9
Running Costs
6.8 WTE
Band 2 – Band 7
Running Costs
7 WTE
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VSM
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Running Costs
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Running Costs
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Running Costs
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The Finance Directorate provides both statutory
accounting and advisory finance functions across the
ICB. This ensures the necessary governance and
oversight of value for money in respect of taxpayer
funding. The team works increasingly across the whole
health and care system, with partners including social
care, to ensure that funding is targeted to improve the
overall health of our population and reduce health
inequalities.
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Chief
Transformation
Officer
VSM
Band 8A – Band 9
Running Costs
34.97 WTE
Band 6 – Band 7
Running Costs
15.81 WTE
Band 2 – Band 5
Running Costs
6 WTE
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The Transformation Directorate holds contracts with
hospitals, community services, mental health and
voluntary sector providers such as hospices, ensuring
that services meet local need, provide value for
taxpayers’ money and deliver evidence-based care. It
also provides assessments and reviews for children and
adults requiring complex mental health, learning
disabilities and autism care.
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improved performance and productivity, through joint
working between health and care providers.
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Transformation
Directorate
Primary Care
Directorate
Quality,
Safeguarding
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Vulnerabilities
Directorate
Board and
Clinical Leads
Corporate
Services and
Systems
Assurance
Directorate
Finance
Directorate
Corporate
Office
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Medical
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People
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VSM = Very Senior Manager
NEM = Non Executive Member
Bedfordshire, Luton, and Milton Keynes Integrated Care Board (BLMK ICB) is tasked with managing the NHS budget for a population of 1 million people. It focuses on enhancing healthcare services, ensuring quality care, and maximizing value for money. The ICB allocates resources, establishes governance, plans service delivery, and supports workforce development. Funding is received through NHS England, with a portion pooled with local authorities for collaborative use. The ICB utilizes funds for various healthcare sectors and management costs to deliver efficient services.
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Bedfordshire, Luton and Milton Keynes Integrated Care Board: Organogram Overview and organogram (at 31 December 2022)
What is BLMK ICB? Bedfordshire, Luton and Milton Keynes Integrated Care Board (BLMK ICB) is responsible for deciding how the NHS budget for the area which covers a population of 1 million people is spent. It is responsible for planning how NHS services are delivered in the area in order to: improve the health of the population deliver higher quality care, and achieve better value for money. This includes deciding how resources are allocated. NHS Bedfordshire, Luton and Milton Keynes Integrated Care Board 2
Main areas of work for the ICB The ICB is responsible for: Developing a plan for the delivery of NHS services Allocating resources Establishing joint working arrangements Establishing system governance Arranging health service provision Using data and digital to improve services Supporting and developing the health and care workforce Emergency preparedness, resilience and response Delegated functions from NHS England Data and digital improvements and innovation Achieving social and economic development and sustainability goals Maximising value for money 3 NHS Bedfordshire, Luton and Milton Keynes Integrated Care Board
How the ICB is funded The ICB receives funding for commissioning (buying) NHS services from NHS England. The funding allocation is based on a formula that supports the aim of improving health outcomes and reducing inequalities. The amount of funding allocated takes account of the number of people registered with each GP as well as the size of the local population. NHS Bedfordshire, Luton and Milton Keynes Integrated Care Board 4
How the ICB uses the funding 1% Part of the ICB s funding is pooled with each local authority. The ICB is required to work collaboratively with local authorities to make the most efficient and effective use of health and social care funding. 2% 9% 8% 2% A set amount for primary medical care is also within the funding allocation. The ICB is required to support primary care networks with this allocation. Allocation 1,375.2m 4% 54% 10% The ICB also receives a separate allowance for its day-to-day management and administration costs, known as the running cost allowance, which is based on the local population. This allowance must cover all ICB management costs, including those directly associated with commissioning as well as the costs of the chief executive and other board members. 10% Acute Community Health Primary Care Primary Care Delegated Running Costs Mental Health Continuing Healthcare Prescribing Other Services Running costs currently make up just 1% of our overall allocation. NHS Bedfordshire, Luton and Milton Keynes Integrated Care Board 5
Our running cost allocation 1% At 31 December 2022, a total of 203.4 whole time equivalent (WTE) people were substantively employed and funded from our running cost allocation. The total spent on pay of the running cost allocation was 14,598,149. We have not exceeded our allocation. 2% 9% 8% 2% Allocation 1,375.2m 4% No executive pay sits outside of the nationally approved pay ranges. 54% 10% Figures are inclusive of on-costs and do not include vacant posts. 10% Acute Community Health Primary Care Primary Care Delegated Running Costs Mental Health Continuing Healthcare Prescribing Other Services NHS Bedfordshire, Luton and Milton Keynes Integrated Care Board 6
Making a difference locally Our aim is simple. We want to help people who live in Bedfordshire, Luton and Milton Keynes to live longer lives in good health. Since the organisation was established in July 2022, we have started to align and reshape our organisational structure to make sure we re focused on supporting residents to improve their health. We are: Delivering a social prescribing programme to help people live fuller, healthier lives. Working with partners to improve the local environment, promote good health and achieve the ambition to have a net zero NHS Carbon Footprint by 2035. Partnering with the voluntary, community and social enterprise sector to get closer to communities and deliver health and care services locally. Using connections with local people to reach vulnerable people who don t engage with health services, so that we can prevent poor health in the future. Adopting innovations in digital technology including WHZAN monitoring, yellow bracelets and raiser chairs to help vulnerable people be cared for at home and to support their ongoing independence. Working with local authorities to create aspiration in our communities and partner with anchor institutions to grow our local economy, tackle social issues and help people create good health. NHS Bedfordshire, Luton and Milton Keynes Integrated Care Board 7
Board and Clinical Leads The Board of the ICB includes a chair, the chief executive and other executive directors, and partner members from NHS providers, primary medical services and local authorities. NHS and Local Authority Partner Members are employed by other organisations and are not remunerated for their role on the Board of the ICB. This chart displays only those whom we employ and remunerate. Our full Board membership is available on our website. Chair 0.6 WTE Clinical Leads 44.25 sessions (4 hours = 1 session) 43 Individuals (Programme Costs) Executive Directors 9 WTE Non-Executive members 1 WTE NHS England is responsible for holding all ICBs to account for delivery. Clinical oversight is provided by Clinical Leads, who are remunerated through contracts held with the ICB. Total team cost, excluding Clinical Leads: NHS Bedfordshire, Luton and Milton Keynes Integrated Care Board 8 1,703,978 (0.12%)
System Assurance and Corporate Services Directorate Chief of System Assurance and Corporate Services VSM The System Assurance and Corporate Services Directorate delivers several statutory responsibilities, from performance to consultation and corporate governance. The team supports the ICB and the wider integrated care system to deliver and develop greener and more sustainable health and care services for local people. It works in partnership with the Voluntary, Community and Social Enterprise sector to support people in their local communities by understanding needs and developing improved services in conjunction with local people. Band 8A Band 9 Running Costs 13.5 WTE Band 2 Band 7 Running Costs 13.66 WTE Total team cost: 1,840,393 (0.13%) 9 NHS Bedfordshire, Luton and Milton Keynes Integrated Care Board
Corporate Office Directorate The Corporate Office Directorate provides high-level support to the Chair and Chief Executive in delivering the vision of the ICS, including interpretation and localisation of national policy and priorities alongside the management of corporate offices. The team also provides emergency planning, resilience and response services, to meet the ICB s statutory responsibility to plan, prepare for and respond to emergencies and major incidents. Chief of Staff Band 9 Band 2 Band 8D Running Costs 7.85 WTE Total team cost: 447,448 (0.03%) 10 NHS Bedfordshire, Luton and Milton Keynes Integrated Care Board
PrimaryCareDirectorate Chief Primary Care Officer VSM The Primary Care Directorate commissions high-quality primary care services including 24/7 urgent care services and medicines management for registered and unregistered populations. It facilitates the development and expansion of primary care access and local resilience of services. Currently the team is accountable for all primary medical contracts and, from April, will also include community pharmacy, dental and ophthalmology services. The team also has responsibility for the ICS COVID and flu vaccination programmes. Band 8A Band 9 Running Costs 21.2 WTE Band 2 Band 7 Running Costs 16.65 WTE Total team cost: 2,515,961 (0.18%) 11 NHS Bedfordshire, Luton and Milton Keynes Integrated Care Board
Quality, Safeguarding and Vulnerabilities Directorate The Quality, Safeguarding and Vulnerabilities Directorate leads the quality assurance, quality improvement and inequalities lenses across the ICB. We are moving our focus to place-based, resident-led programmes to enable improvements in population health and to reduce inequalities. Chief Nursing Director VSM Band 8A Band 9 Running Costs 0.6 WTE Total team cost: 93,324 (0.01%) 12 NHS Bedfordshire, Luton and Milton Keynes Integrated Care Board
Medical Directorate Chief Medical Officer VSM The Medical Directorate is all about improving care for patients through professional leadership development (including pharmacists, Allied Health Professionals and others), enabling the use of digital technology across health and care, as well as facilitating changes to patient pathways that lead to better outcomes. Band 2 Band 9 Running Costs 10.93 WTE Total team cost: 798,860 (0.06%) 13 NHS Bedfordshire, Luton and Milton Keynes Integrated Care Board
People Directorate Chief People Officer VSM The People Directorate runs the internal people and development service for the Integrated Care Board and runs the system people team, working externally with all our health, care and voluntary sector colleagues to recruit and retain, support and develop our workforce. Band 8A Band 9 Running Costs 6.8 WTE Band 2 Band 7 Running Costs 7 WTE Total team cost: 878,772 (0.06%) 14 NHS Bedfordshire, Luton and Milton Keynes Integrated Care Board
Finance Directorate Chief Finance Officer VSM The Finance Directorate provides both statutory accounting and advisory finance functions across the ICB. This ensures the necessary governance and oversight of value for money in respect of taxpayer funding. The team works increasingly across the whole health and care system, with partners including social care, to ensure that funding is targeted to improve the overall health of our population and reduce health inequalities. Band 8A Band 9 Running Costs 15.91 WTE Band 6 Band 7 Running Costs 14.6 WTE Band 2 Band 5 Running Costs 6.8 WTE Total team cost: 2,418,978 (0.18%) 15 NHS Bedfordshire, Luton and Milton Keynes Integrated Care Board
Transformation Directorate Chief The Transformation Directorate holds contracts with hospitals, community services, mental health and voluntary sector providers such as hospices, ensuring that services meet local need, provide value for taxpayers money and deliver evidence-based care. It also provides assessments and reviews for children and adults requiring complex mental health, learning disabilities and autism care. Transformation Officer VSM Band 8A Band 9 Running Costs 34.97 WTE Band 6 Band 7 Running Costs 15.81 WTE The directorate delivers more integrated care and improved performance and productivity, through joint working between health and care providers. Band 2 Band 5 Running Costs 6 WTE Total team cost: 3,900,435 (0.28%) 16 NHS Bedfordshire, Luton and Milton Keynes Integrated Care Board
Summary of staff in post VSM/Consultant Pay Scale VSM VSM VSM VSM VSM VSM VSM VSM Review Body Band 9 Total Position Title Chief Executive Officer Chief Finance Officer Chief Transformation Officer Chief Medical Officer Chief Nursing Director Chief of System Assurance & Corporate Services Chief Primary Care Officer Chief People Officer Chief of Staff WTE 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 9.00 NHS Bedfordshire, Luton and Milton Keynes Integrated Care Board 17
Summary of staff in post Running Costs Total Cost, including on-costs 159,878 184,240 540,098 1,274,478 1,984,191 2,063,860 2,057,331 2,192,000 1,125,264 911,401 1,966,470 138,939 14,598,149 Agenda for Change Banding WTE Review Body Bands 2 & 3 Review Body Band 4 Review Body Band 5 Review Body Band 6 Review Body Band 7 Review Body Band 8 - Range A Review Body Band 8 - Range B Review Body Band 8 - Range C Review Body Band 8 - Range D Review Body Band 9 VSM/Local WQ NEM/Chair Grand Total 6.0 5.9 14.8 27.3 36.1 32.7 27.1 24.1 9.8 7.0 11.6 1.2 203.4 NHS Bedfordshire, Luton and Milton Keynes Integrated Care Board 18
Summary of staff in post including programme and running costs BLMK ICB Directorates Corporate Services and Systems Assurance Directorate Quality, Safeguarding and Vulnerabilities Directorate Corporate Office Directorate Board and Clinical Leads People Directorate Transformation Directorate Medical Directorate Primary Care Directorate Finance Directorate Total Team Cost: Total Team Cost: Total Team Cost: Total Team Cost: Total Team Cost: Total Team Cost: Total Team Cost: Total Team Cost: Total Team Cost: 2,541,751.06 2,418,978.27 1,059,155.87 447,447.54 5,066,567.89 7,864,339.63 939,238.05 2,269,065.98 2,037,994.98 Band WTE Band WTE Band WTE Band WTE Band WTE Band WTE Band WTE Band WTE Band WTE AFC 8 and above AFC 2-7 21.40 AFC 2-7 4.53 AFC 2-7 5.00 AFC 2-7 31.99 AFC 2-7 63.19 AFC 2-7 7.00 AFC 2-7 16.16 AFC 2-7 13.65 1.00 AFC 8 and above AFC 8 and above AFC 8 and above AFC 8 and above47.79 AFC 8 and above AFC 8 and above AFC 8 and above AFC 8 and above 15.91 9.20 2.85 65.67 Chair/NEM 1.17 7.80 19.30 15.51 VSM 8.00 VSM = Very Senior Manager NEM = Non Executive Member Total WTE: 362.27 NHS Bedfordshire, Luton and Milton Keynes Integrated Care Board 19 Total Costs: 24,644,539.29
