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Our work

We want to use the opportunities presented in the emerging ICS to create an environment  where clinical and care professionals feel empowered and able to lead to their full potential.

Working with south east London leaders, we have developed a proposal and recommendations for our emerging governance mode. These will ensure that clinical and care professional expertise – integrated with executive leadership – is at the centre of how decisions are made across the system.

Read our proposals and recommendations to develop our emerging governance model.

Our proposed approach has four objectives, based on our research and learning from other systems. These four objectives, designed to establish a strong ‘scaffolding’ to support a sustained, efficient and more distributed approach to system leadership, are:

  • agree purpose and functions within ICS governance
  • establish enabling structures and ways of working
  • confirm ICS roles to support functions and structures
  • secure funding for roles, protected time and support.

Agreeing purpose and functions within ICS governance

Our proposal and recommendations set out the purpose and functions of clinical and care professional systems leadership for the ICS. These functions were informed by input from more than 40 clinical and care professional system leaders who came together for a workshop to:

  • discuss and agree the high-level functions that should be prioritised for clinical and care professional system leadership across south east London
  • explore how we might organise ourselves to maximise the impact and influence of clinical and care professional system leadership on these functions.

The group considered 10 potential functions and ranked what would have the most impact governed by clinical and care professional leadership at a system level.

Some clear priorities emerged, with ‘Population health outcomes/inequalities’, ‘Care pathway transformation/innovation’ and ‘System-wide clinical strategy’ coming out on top.

We also discussed how we define ‘system-level’, recognising a lot of leadership happens in places, boroughs and organisations. We highlighted that understanding the location of leadership across this spectrum is a central part of how we continue to develop our form.

Read the full write up of our discussions at the Functions workshop.

Defining success

During the conversations we agreed that how we work together under these functions will define the success of leadership across the system. We must ensure that we make best use of the leadership capacity and provide the necessary support and developmental opportunities for both current and future leaders.

Read more about our proposal and recommendations for an SEL Systems Leadership Academy to provide this capability.

Next steps

We are now testing our approach with our community of leaders, including with provider collaborations and existing programmes to identify where resources and roles already exist.

The next stage is to propose the roles and funding needed for clinical and care professional system leadership to deliver on our agreed purpose and functions.

In the meantime, if you would like to share your thoughts or get involved in any way we would love to hear from you. Please email Chloe at