Structure Charts

While every effort has been made to ensure the structure charts are as accurate as possible, please contact the Directorate point of contact detailed below if you note any errors, omissions or have any questions.


Please note the following information with regards to the structure charts:

  • The structure charts show ICB employees and vacant posts covered by an agency worker/secondment. Team names are shown in the top right hand corner of each slide.
  • The solid lines between roles represent line management arrangements.
  • Substantive roles are shown with the employee’s name in black font. Where an employee is on secondment, their name appears in both their substantive post (black font) and their secondment post (red italic font) which will be titled ‘secondment cover: Joe Bloggs’.
  • ICB posts that are being covered via an interim arrangement (agency worker or secondment cover) – the name of the agency worker/secondee is in red italic font e.g. Interim Cover: Joe Bloggs /Secondment cover: Joe Bloggs
  • Posts with dotted line management arrangements appear in the structure charts for both the Directorate they have been aligned to and the Directorate they have a dotted line to. Further information is available in the key colour code below.
  • Services provided by external organisations (for example, Local Authorities and NHS Organisation) are shown and colour-coded in pink the structure charts.
  • Individual posts/staff from external organisations are only shown where either ICB staff report into these or where teams/individuals from external organisations report to an ICB post, for the purposes of highlighting management arrangements.
  • The designated Directorate Lead will be updating the structure charts to reflect new starters and leavers on a monthly basis.


You can access the current structure chart for each Directorate by selecting the Directorate name below:


Matrix Working Model

Ways of working are just as important as our formal structures. As we continue to respond to and recover from the pandemic flexibility is paramount. As a single ICB, we must continue to develop and operate in a matrix style structure. This means staff will often, due to priorities/demand and service requirements, need to work closely with teams and individuals from across our new Directorates to support the delivery of ICB priorities. The success of our operating model and matrix is not determined solely by structure or formal governance – it is more heavily reliant on how we organise and collaborate, the professional relationships we build, flexible groups/forums to deliver rapidly changing priorities, solution focus and a collective responsibility to each other for good communication. We must all take responsibility for our ‘System’ (NCL) and ‘Place’ (Boroughs), and play a role in ensuring there is an effective relationship between these different focal points. There are some senior managers that have a dotted line arrangement to another Directorate – this will be in cases where the senior manager retains some responsibility for a function in another Directorate. In such cases, the team(s) that report into the senior manager will be required to support the delivery of duties/projects/programmes that relate to the function of another Directorate via their manager. Dotted line managers will need to jointly agree with hard line managers, priority projects or tasks for staff with dotted line arrangements (reflecting balance of local and NCL wide priorities). Dotted line managers should join 3 way meetings, and contribute to objective setting and appraisals. Hard line managers will be responsible for formal line management (HR processes, final approval for leave, performance management and formal communications to staff). Dotted line managers feedback to staff is also required and of particular significance. Successful delivery of matrix working is heavily reliant on matrix working between the teams / directorates to which they report.