Odelle Technology


  • Disease management & population health, preventive is the key focus for the NHS
  • Competition has gone – collaboration key focus
  • One size does not fit all – agility to meet each ICS population needs to strengthen value proposition
  • Clinicians (through Clinical networks) will still be at the forefront to drive innovation through the ICSs
  • Backlog bonus – £20 million catch up bonus is on offer for ICSs and that can achieve pre-covid activity levels – incentive to innovate!
  • Cost is not the focus – streamlining pathways, reducing workforce pressures, improving outcomes will drive adoption. Cost effectiveness still needs to be demonstrated but no longer a strong barrier
  • easier to facilitate meetings though potentially less networking opportunities but faster response with access / less travel

Simon Stevens (CEO NHS) developed the 5 year forward view – coming into play now.

Integrated Care Partnerships (ICP) – engine room of change

Timelines – Queens speech on Tuesday outlined ICS will be statutory from April 2022 – some are well established but many are still struggling so there’s some disparity with implementation

CCG (currently budget holders) cease to exit from October 2021 – move into ICS framework

  • Neighbourhood (Primary Care Networks) 30-50k populations
  • Place (ICP) local authority footprint, connecting PCNs to broader services – 250-500k populations
  • Systems – reducing bureaucracy / joined up care – 1-3M populations

There will be 42 ICS created across England (merged from 135 CCG groups)

What is an Health & Care Partnership? – Recent legislation created a 2nd higher level board called Health & Care Partnership to bring together wider set of ‘system’ partners

How do we plan? What’s changed?

  • Moving away from a competitive environment, not so focused on revenue generating or capturing patients – more collaborative approach to population healthcare
  • Focus on how care is delivered in the NHS
  • One size fits all will not work – agile, flexible to meet different regions needs
    • Targeted approach will be key to success
  • Understanding what are each systems priorities to match and have meaningful conversations – appreciate the variations across different ICPs
  • Workforce is the greatest commodity for the NHS – streamlining services key and innovation embraced
  • Virtual meetings will become the ‘norm’

Who / what do you need to influence?

  • Power of one Trust, one CCG – that’s gone.
  • Interested in pathways, holistic views vs. singular product impact
  • Agreement needs to be across the whole collaborative ICS
  • Therapy areas – Cancer Alliances will sit within but independent  
  • Clinical advocates are always at the start of driving the need
  • Clinical networks – ICS will take their lead in long term plan to identify areas for change. Focus on ‘clinical innovators’
  • Building value proposition – competition has gone, collaboration a lot more players in town.
    • Focus on ‘pathway’ – how much resource, Length of stay is needed
    • Support pathway ‘outcome’ – solution / outcome vs. cost
  • Funding – block contracts
  • System of blended payments will be implemented – shared risk incentives
  • Support from Industry to address the digital health agenda – self management, look at workforce challenges
  • Cost is not the key driver – however need to justify cost effectiveness and outcomes – HTA (Acessa ?)
  • BACKLOG: 20 million catch up bonus if they can get back to activity levels pre-Covid.
  • Key focus on driving down backlog – estimated to take 10 years to catch up
  • ‘You can’t solve a problem by throwing money at it’ – innovation is key!


  • There will be a period of adjustment and power struggles as all having to work together within regions.
  • Change cultural behaviours / ways of working
  • Don’t assume that everyone in the NHS understand all the changes – appreciate sales reps informing, educating and providing connections to be the conduit to navigate the processes