Board and committees

We have four tiers of governance that oversee strategy, planning, improvement, and delivery. These tiers also guide how we make decisions at each stage of major projects or programmes. 

ICB board

The ICB Board sets the overall direction for the organisation. It approves major decisions and checks that we are delivering good quality services and staying financially stable. 
The Board has the final responsibility for outcomes, risks, and the proper use of public money. 

Decisions that must go to the Board are listed in the Governance Handbook. 

Board committees

Board committees work on behalf of the Board. They make some decisions and provide assurance that work is being done properly. Each committee has responsibilities set out in the Governance Handbook. They help to turn strategy into clear plans and check that delivery is on track. 

There are six Board committees: 

• Finance, Planning and Payer Committee — Makes sure we use money wisely and commission services based on population health needs. 
• Audit and Risk Committee — Gives independent assurance on governance, risk, internal controls, and financial reporting. 
• Remuneration Committee — Oversees Executive pay and workforce transition for the ICB. 
• Utilisation Management and Quality Improvement Committee — Checks the quality, safety, and performance of commissioned services. 
• Neighbourhood Delivery Committee — Leads the neighbourhood health agenda, improves health equity, and strengthens local accountability and engagement. 
• Executive Management Team Committee — Leads delivery of the ICB’s strategic objectives, statutory duties, and the NHS Ten Year Plan. 

Together, these committees provide focused oversight of quality, performance, finance, neighbourhood delivery, and organisational leadership. 

Programme boards

Programme boards oversee the delivery of specific programmes or care pathways. They work under delegated authority from the relevant Executive Director or Director. These delegations are set out in the Governance Handbook and the Delegated Financial Limits document. 

Programme boards are responsible for: 

• progress through the programme lifecycle 
• delivery against agreed outcomes 
• managing risks 
• escalating issues to committees when decisions or support are needed. 

Working groups

Working groups are short‑term groups created to complete specific tasks. They do not make decisions. Instead, they: 

• carry out agreed actions 
• develop proposals 
• provide analysis 
• support programme boards and committees with delivery. 

How governance supports delivery 

This four‑tier structure helps us work in a clear and effective way. It ensures that: 

• decisions are made at the right level (and main decisions are open to public scrutiny)
• delivery is delegated to the right teams and supported properly 
• assurance is consistent and proportionate 
• decision points in the programme lifecycle are clear and transparent 

By keeping responsibilities clear and following strong governance, we can create the right conditions for confident delivery. This helps us balance speed with control, and innovation with assurance.