New clustered NHS structure to steer services across BNSSG and Gloucestershire
The chief executive leading the recently clustered NHS organisations for Bristol, North Somerset and South Gloucestershire (BNSSG) and Gloucestershire has set out how the changes will work in practice and what they could mean for communities in South Gloucestershire. In an interview, Shane Devlin said two previously separate Integrated Care Boards (ICBs) have come together under a shared leadership and operating model, creating what he described as a new organisation with a common purpose.
“The creation of a genuinely new organisation” is how Mr Devlin characterised the move, adding that the aim is to bring together the best of what each area was already doing.
ICBs are the NHS bodies responsible for planning and funding most local health services. Clustering BNSSG and Gloucestershire means strategic decisions on priorities, resources and service models will now be developed through a single framework, while working with local partners in each place. Mr Devlin said the approach is intended to make it easier to spread effective practice at scale and support the wider shift towards neighbourhood-based care.
Headcount reduction forms part of the reorganisation
While emphasising the opportunity to collaborate, Mr Devlin also acknowledged the human cost of restructuring. The clustering process has required a significant reduction in posts across the system. Two rounds of voluntary redundancy were offered in an attempt to minimise compulsory job losses, with well over 140 staff choosing to leave on those terms.
Mr Devlin said the team ran “two rounds of voluntary redundancy” and that “well over 140 people agreed to go”, noting he would always rather see people depart on their own terms, though the scale meant some compulsory decisions were unavoidable.
He was frank that the transition has been demanding for teams, even as it seeks to streamline management and reduce duplication. The new structure brings a refreshed leadership team and a reworked organisational chart spanning both systems.
Localities at the heart of planning
Describing how populations differ across the footprint, Mr Devlin stressed the need to avoid one-size-fits-all planning. He said the BNSSG experience — mirrored in Gloucestershire — has been to break the geography into six areas to reflect distinct needs, acknowledging a blend of rural, urban and coastal communities. The intention is to maintain that logic through clearly defined localities, using population health data and on-the-ground knowledge to shape services.
“You can’t look at an ICB as a single thing,” he said, explaining that populations have different characteristics and therefore require different approaches.
For South Gloucestershire residents, the locality model should mean decisions are grounded in the realities of their communities, with neighbourhood factors — such as transport links, demographics and access points — taken into account when services are designed and improved. The move aligns with the NHS drive towards neighbourhood health, where primary care, community teams and voluntary groups work more closely in place.
What the changes could mean for South Gloucestershire
Although day-to-day access to GPs, pharmacies and urgent care is expected to continue as before, the strategic oversight behind those services is now being handled through the clustered set-up. In practice, this could influence how resources are prioritised between prevention, community services and hospital pathways, and how learning from one locality is spread to another. The shift is also intended to reduce bureaucracy, enabling more consistent planning where it makes sense to do so, while preserving space for local tailoring.
- Shared management and governance: a single executive team is coordinating strategy for BNSSG and Gloucestershire.
- Workforce impacts: two rounds of voluntary redundancy led to 140+ departures, with some further changes required.
- Locality focus: services will be planned around six distinct areas, reflecting varied population needs.
At a glance: what has changed
| Change | Detail |
|---|---|
| ICB clustering | Gloucestershire and BNSSG ICBs now operate under a single clustered arrangement with a new management structure. |
| Headcount | Two voluntary redundancy rounds; well over 140 staff accepted exit terms. |
| Planning approach | Population split into six areas; emphasis on localities and neighbourhood health. |
Why this matters now
The clustering arrives amid continued pressure on NHS services and the push for more integrated, preventative care close to home. By linking decisions across BNSSG and Gloucestershire, leaders hope to accelerate improvement in areas such as access, urgent care flow and community support. For South Gloucestershire, the promise is a steadier route to spread what works elsewhere, balanced with a clear line of sight on local needs.
Mr Devlin’s comments underline both the opportunities and the difficulties that accompany major organisational change. As the new arrangements bed in, the test will be whether residents begin to see tangible benefits in how care is coordinated and how easily they can reach the right service at the right time.
