From 1 April 2021, this website will not be updated.

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Brent, Central London, Ealing, Hammersmith and Fulham, Harrow, Hillingdon, Hounslow, and West London Clinical Commissioning Groups (CCGs) have merged as of 1 April 2021 to form North West London CCG. Brent, Central London, Ealing, Hammersmith and Fulham, Harrow, Hillingdon, Hounslow, and West London Clinical Commissioning Groups is transferring to the new CCG – North West London Clinical Commissioning Group on 1 April 2021. The new Clinical Commissioning Group will become the new data controller.

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How we involve the Public in Governance

The CCG is accountable to its Governing Body, its member practices, local patients and the Hammersmith and Fulham community. We are overseen by NHS England, a public body that is part of the Department of Health. Our Constitution sets out the rights and responsibilities of patients, the public and staff along with the plans we have committed to achieve. Some of our Governing Body meetings are held in public, in which case anyone who is interested can attend. If you would like to attend future Governing Body meetings, please contact / 0203 350 4303

Find out more about our Governing Body meetings here on our website.

All of the CCG’s committees incorporate Lay Member representation, and both the CCG’s Quality & Performance Committee and Primary Care Commissioning Committee incorporates Healthwatch CWL representation. You can see the membership of our committees in our 2017-18 annual report, on pages 40-50.

Within this section you can find out:

Our approach to engagement

NHS Central London CCG is committed to ensuring that patients’ needs are at the heart of everything we do. In order to ensure that we reflect our population we aim to have effective patient, carer and public involvement embedded in our work and in our planning processes.

We follow a set of guidance issued by NHS England which outlines best practice for enabling people to voice their views, needs and wishes, and to contribute to plans, proposals and decisions about services.

On this page find out about:

 Our engagement principles

The CCG’s engagement work is built upon strong foundations.

We have a set of engagement principles which we coproduced with a wide range of our stakeholders, including patient and community and voluntary sector representatives, Healthwatch, Public Health, and our Governing Body Lay Member for Patient and Public Engagement. As part of this we strive to:

Build trusted relationships

  • Work together on effective two way communication with patients, carers, and local partners (including community and voluntary sector, GP practices, Public Health, the London Borough of Hammersmith and Fulham and providers).
  • Ask people how they want to be involved and ensure that face to face engagement and small group discussion is an option wherever possible.
  • Engage early: embed engagement from start

Embed engagement from the start, with early notification of patient and public involvement opportunities.

  • Improve CCG processes to recruit, train, place, support and value patient, carer and public representatives on procurement, service design and redesign work, and move towards coproduction being an embedded process by April 2021.
  • Engage early with GP practices, Public Health, Local Borough of Hammersmith and Fulham, Sobus, Healthwatch and other key partners (particularly groups able to circulate key messages further afield).
Improve accessibility and consistency of engagement

  • Provide accessible communications and engagement in other languages and accessible formats where requested (see Accessible Information Standard) as well as digital and social media to meet the needs of both patients and community groups.
  • Proactively seek views from seldom heard groups or groups with poor health outcomes.
  • Embed consistent and accessible communications and engagement across the CCG.
  • CCG staff to produce all information and documents in clear, concise English.
Promote effective, transparent engagement and co-production

  • Provide transparent and clear requests to local people, GP practices and other partners to work with the CCG and demonstrate how their contributions affected CCG decisions.
  • Measure and evaluate engagement, communications and co-production effectively and transparently.
  • Move the CCG towards NWL key principles of co-production and NHS England/Coalition for Collaborative Care principles of co-production by 2021

Quarterly reporting

The strategy sets out our intentions for ways in which we aim to involve our stakeholders and local population.  Engagement is a vital part of our goal to achieving our strategic initiatives and delivering the best health and wellbeing within the resources available.

We now report on a quarterly basis against these principles and the measurable outcomes we coproduced with local stakeholders. The quarterly reports go to our Patient Reference Group for comment before being shared with our Governing Body. This is one of the many ways in which members of our Patient Reference Group are involved in assuring the CCG in relation to our public involvement approaches. You can read the quarterly reports here:

March 2018 Patient engagement report
June 2018 Patient engagement report
September 2018 Patient engagement report
December 2018 Patient engagement report


How We Involve The Public In Governance

Through the ‘analyse and plan’ stage we:

  • Work with communities in identifying local health needs
  • Engage patients, carers and public in shaping future priorities
  • Encourage service uses and their families to share experiences to better inform our planning

Examples of this include:

  • Through our community conversations in 2018 we spoke with 11 community groups and put out a survey asking: “1. What does it mean to you to have a good quality of life?”, “What does ‘good care’ mean to you?”, “After reflecting on ‘good quality of life’ and ‘good care’, what do you think the NHS should be doing differently?”, “What would help to build positive relationships between local people and the health services?”, and “What do you think would make the NHS work more efficiently?” Collecting these views at the draft planning stage has proved essential in developing our equality objectives, partnership campaigns (such as the “RNHS” campaign) commissioning intentions and developing our integrated care approaches.
  • We have had extensive conversations with patients with diabetes and their carers and as a result, coproduced a book and app (called World Foods), which is a pictorial resource for BAME communities, who are at higher risk of developing Type 2 diabetes. World Foods, helps to highlight the effect on their blood glucose of the common meals, snacks and drinks from those communities. We engaged with a sub-set of people from the four main communities involved in the book (Arabic, South-Asian, Caribbean and African). People created food diaries and gave feedback, as to which foods, drinks and snacks should be included within the book. We had over 1200 response to our design survey, about 700 from people with diabetes (the rest were from health care professionals). They informed us on the best design to show to effect on blood glucose of different foods. The name for the book “World Foods” was chosen at a workshop led by the BME Health Forum. The book will be launched at the Diabetes UK conference on 6 March and shared with GP practices. The book is being used as part of a GP pack to support remission of Type 2 diabetes, something requested as a focus area of the NHS Long Term Plan.

Through the design and improve stage when buying services we:

  • Engage local people, providers and patients in service design and improvement.
  • Support patients, carers and the public to be involved in the procurement and contracting of new services.

Examples of this include:

  • Engaging with local people and service users around the design of our new Employment and Wellbeing Service.
  • Service user involvement in the design of the specification for the re-procurement of the Community Equipment and Wheelchair services contract. We worked closely with local Healthwatch and set up a service user forum to help facilitate and feed into the transition between old and new provider, and to ensure that service user feedback was acted upon.

Through the monitoring, learning and assurance phase we:

  • Include patient experience and feedback in our contracts
  • Give patients a voice in on-going monitoring of provider performance
  • Share feedback with partners to help them continually improve

Examples of this include:

  • The new quality reporting requirements for the recent patient transport contract now have an element which focuses specifically on service user feedback, patient experience.
  • Regular meetings with Healthwatch to gather and share intelligence on patient feedback.
  • Based on feedback from patients with diabetes and their families and carers, we coproduced diabetes 10 point training for staff and rolled this out to 962 staff members across North West London- including in care homes, mental health trusts, inpatient units and homeless shelters. Funding has also been secured to develop an equivalent training course for people with diabetes. We have also established Saturday clinics for diabetes foot care in response to feedback that clinics were needed at the weekend.

How we involve our patients and public in engagement

A range of inclusive approaches and methods of engagement

We use a variety of mechanisms to involve the local population and gather feedback, to ensure that we can capture a wide range of views and opinions. Evidence of the number of public facing meetings and sessions we hold can be seen on our events page.

  • Focus groups
  • Informal discussions
  • Formal consultations
  • Public meetings
  • Regular stakeholder newsletters
  • Social media
  • Videos
  • Surveys – online, paper, through networks
  • Through media channels
  • Meetings with voluntary groups, Healthwatch and our stakeholder networks
  • Taking conversations into the community
  • Patient Reference Group meetings
  • Financial recovery workshops
  • Training sessions bringing together patients and frontline staff
  • Engagement forward planner for community outreach events