Enabling workforce excellence: How NLC ICB built internal capability

In brief

Following a restructure, North Central London Integrated Care Board (NCL ICB) set out to strengthen its transformation portfolio. Their goals were clear: ​

• Simplify and standardise how teams approach transformation​
• Build a culture of continuous improvement​
• Boost morale through meaningful investment in learning and development​

Gate One was brought in to design and deliver a development programme. Over 9 weeks, 72 NCL ICB employees took part in a four-module training course – the first of its kind. The results?

• Enhanced staff capability and confidence, equipping them with practical skills to deliver impactful change
• Eight ‘trainers’ graduating with the ability to train the workforce, ensuring long-term sustainability
• Streamlined learning resources, reducing tools and templates from 130 to 30, ensuring clarity and efficiency
• A capability assessment tool for managers to quickly identify development areas for their team members
• Empowered internal leadership through a ‘train the trainer’ model, reducing dependency on external consultants.
• Improved employee engagement and morale with a tailored learning and development programme.

This transformation process also saved NCL approximately £1.325m across two years by bringing the training in-house. As a result, they’re now looking to get the course accredited and rolled out to other ICBs across the country, developing a new service capability and revenue stream.

The client’s challenge

The NCL ICB, an NHS statutory organisation, plans, coordinates and commissions activity across the NCL Integrated Care System (ICS). As a partnership of NHS, councils and voluntary industry organisations, it serves over 2.5 million residents caross Barnet, Camden, Enfield, Haringey and Islington, supporting 10 NHS ICBs and 250 GP surgeries.

In April 2024, following a major organisation restructure, the NCL ICB needed to strengthen how it delivered transformation. The driver? An ambitious new Population Health and Integrated Care Strategy1 — a significant change in approach for the entire organisation.

To support this, several teams were brought together to form a new ‘Transformation Unit’, with three clear objectives:

1. Simplify and standardise how transformation is delivered
   • Streamline delivery methodology
   • Consolidate documents
   • Equip staff to lead future training, reducing reliance on expensive external resource.
2. Develop and embed a culture of continuous improvement to enable teams to excel.
3. Boost morale by investing in learning and development, something staff consistently asked for.

Our approach: Creating a bespoke Transformation Delivery Framework

Gate One was appointed to scope, design and deliver a capability development programme that would upskill staff in core transformation and change skills. Having previously embedded seamlessly into NCL ICB teams, we were well placed to take a collaborative and co-designed approach. 

Together, we created a bespoke Transformation Delivery Framework. Over nine weeks, 72 employees completed a four-module training course — the first of its kind at the ICB. From the outset, we worked to overcome scepticism and ensure that this wasn’t ‘just another training programme’, but a long-term investment in internal capability.  

To create an open, supportive environment, participants were encouraged to share concerns and experiences. Our ‘Project Management Office (PMO) in a box’ toolkit shaped the course content, and staff were empowered to put their learning into practice straight away.

We also challenged initial thinking around video content. While the client initially wanted Gate One consultants to share stories, we proposed using NCL Programme Managers’ own project examples – making the content more relatable. Where previous examples didn’t exist, we brought in external perspectives to add contrast.

Regular feedback loops and co-design helped staff feel heard and valued. This empathetic approach shifted perceptions and reinforced NCL ICB’s commitment to development. We also iterated core deliverables based on feedback, including tools and templates, and capability self-assessment models.

Upskilling the trainers

In the final two weeks of the project, we focused on training the trainers (experienced staff selected to deliver the programme post-project). This included:

• Smaller group sessions, drop-ins and 1:1 coaching
• Support on both content and softer skills like facilitation, communication and managing resistance

In the final week, we simplified the course for new starters with no transformation experience, including graduates, nurses and clinicians moving from practice.

To embed learning, we provided a practical takeaway: the NCL Transformation Playbook. This interactive guide consolidated definitions, methodology and practices in one place (more detailed than the training itself).

Building a cohesive change culture through tailored training

On our journey to transform the employee experience, we had to overcome many challenges. NCL ICB had identified that change was being delivered in silos. Some teams had dedicated programme managers, while others had their own approaches. We helped streamline delivery and build a shared skillset, ensuring that everyone was approaching programme management in the same way.

Previous attempts to roll out off-the-shelf training had failed. Therefore, they needed a more tailored and refined solution.

Capability, experience and confidence varied across cohorts and sessions. We worked hard to ensure content was pitched at the right level and everyone found value.

1. Built plenty of time for discussion and knowledge sharing
2. Developed beginner and advanced versions of the course content. Tailored examples were applied so beginners could use the time to embed knowledge, whilst the more experienced attendees felt valued by sharing their experience.
3. Kept exercises flexible, allowing teams to interpret them in ways that made sense. For example, one group mapped the benefits of switching surgical glove providers, another suggested ‘Pizza Fridays’ to boost morale.

Our collaboration with the NCL ICB was key. Their deep organisational insight, combined with our transformation expertise, meant we could tailor and adapt the programme for maximum impact.

For example, it became clear there was confusion about their broader strategy. This was identified in Cohort One and measures were taken to unpack concerns in later Cohorts, reducing uncertainty.

Key results

NCL ICB delivered its change transformation programme in just four months, with both teams ensuring the training’s value will continue to benefit the organisation for years to come. As a result, they’re now able to offer:

• Empowered internal leadership. Staff were upskilled through a ‘train the trainer’ model, enabling long-term sustainability and reducing reliance on external consultants. Over 150 people have now been trained through this programme.
• Enhanced staff capability and confidence
  • Staff gained practical skills and confidence to manage projects that improve health and wellbeing for 2.5 million residents
  • Tailored learning programmes boosted morale and commitment, with average feedback across four Cohorts scoring 4.8 out of 5.
  • Training was designed to be efficient and low-disruption, minimising time away from patient-focused work.
• Streamlined learning resources
  • Tools and templates were simplified (from 130 down to 30), giving teams clear guidance on what to use and when.
  • The Transformation Playbook provided clarity and consistency.
  • Five delivery methodologies were consolidated down to just one.
• Capability Self-Assessment Model. We developed a tool that helps staff and managers assess strengths and development areas, informing future training priorities.
• Long term cost savings. With external foundation and practitioners’ courses priced at ~£2650 per person, the NCL ICB is set to save approximately £1.325m over two years by bringing the training in-house. They’re now exploring course accreditation and national roll-out across other ICBs, creating a new service capability and revenue stream.