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| Hammersmith and Fulham clinical commissioning group | |
|---|---|
| Name | Hammersmith and Fulham clinical commissioning group |
| Region | Hammersmith, Fulham, London Borough of Hammersmith and Fulham |
| Established | 2013 |
| Dissolved | 2018 |
| Predecessor | Primary care trust |
| Successor | NHS England, West London Clinical Commissioning Group |
| Headquarters | Hammersmith, London |
| Population | 180,000 |
| Chair | NHS England appointees |
| Website | none |
Hammersmith and Fulham clinical commissioning group was an NHS statutory body responsible for planning and commissioning health services for residents of the London Borough of Hammersmith and Fulham between 2013 and 2018. Formed under the Health and Social Care Act 2012, it assumed responsibilities from former NHS Hammersmith and Fulham Primary Care Trust arrangements and later joined collaborative arrangements with neighbouring commissioners including West London Clinical Commissioning Group, Kensington and Chelsea CCG, and Brent CCG. The body worked with acute providers such as Chelsea and Westminster Hospital NHS Foundation Trust and Imperial College Healthcare NHS Trust to arrange services across the borough.
The group's creation followed passage of the Health and Social Care Act 2012 which replaced many Primary Care Trust structures with clinically led commissioning bodies. Initial governance drew from local practices, including GPs formerly involved with NHS Hammersmith and Fulham Primary Care Trust and commissioning leads who had worked with NHS London and NHS England. Early priorities reflected issues raised in borough plans linked to Royal Borough of Kensington and Chelsea and pan‑London strategies influenced by reports from Care Quality Commission inspections of nearby providers like Central and North West London NHS Foundation Trust. In 2015–2018 the CCG pursued integrated care models aligned with Sustainability and Transformation Plan footprints, ultimately leading to mergers and joint commissioning with West London CCG and the transfer of some functions to NHS England and integrated care partnerships.
The CCG operated as a membership organisation of local General practitioner practices including GPs who had previously been partners in independent providers and federations that worked with bodies such as NHS Property Services and NHS Improvement. Its governance structure included a governing body with clinical chairs, lay members, and executive officers drawn from organisations like Imperial College London linked commissioning research and policy units. Statutory accountabilities required reporting to NHS England and engagement with regulators such as the Care Quality Commission. Commissioning decisions were informed by clinical leads from specialisms connected to Chelsea and Westminster Hospital NHS Foundation Trust, Westminster Health Partners, and local mental health providers including Central and North West London NHS Foundation Trust.
Commissioned services covered primary care, community services, mental health services, urgent care, elective care, and specialised services sourced from providers such as Chelsea and Westminster Hospital NHS Foundation Trust, Imperial College Healthcare NHS Trust, and community providers like Central London Community Healthcare NHS Trust. The CCG contracted for services influenced by models from NHS Improving Quality and initiatives associated with King's Fund analyses and Nuffield Trust evaluations. It commissioned mental health pathways coordinated with Central and North West London NHS Foundation Trust and substance misuse services connected to voluntary sector partners with links to organisations such as Turning Point and Mind. The CCG also oversaw locally commissioned enhanced primary care schemes and urgent care arrangements aligned to neighbouring urgent care networks involving St Mary's Hospital, London and Hammersmith Hospital services.
Performance monitoring used metrics from NHS England performance frameworks and inspection findings by Care Quality Commission for contracted providers. The CCG reported against national standards such as the NHS Constitution commitments and metrics influenced by Monitor (later NHS Improvement). Financial performance was subject to oversight by regional teams and scrutiny from local elected members on the Hammersmith and Fulham London Borough Council. Performance challenges mirrored wider London pressures seen at Chelsea and Westminster Hospital NHS Foundation Trust and Imperial College Healthcare NHS Trust with demand for urgent care and elective waiting times scrutinised through board papers and NHS assurance processes.
The CCG served a diverse urban population in the London Borough of Hammersmith and Fulham, encompassing neighbourhoods such as Hammersmith, Fulham, Shepherd's Bush, and White City. Demographics included high proportions of working‑age adults linked to employment hubs near Westfield London and cultural institutions like Hammersmith Apollo and Lyric Hammersmith. The area contained significant ethnic diversity with populations from communities associated with Portugal, Poland, Nigeria, and Bangladesh alongside affluent enclaves around Bishops Park and riverfront districts. Population health needs reflected urban challenges noted in Public Health England profiles and borough health profiles prepared in partnership with NHS England and the Office for National Statistics.
The CCG established partnerships with neighbouring commissioners including West London Clinical Commissioning Group, local authorities such as Hammersmith and Fulham London Borough Council, and providers including Imperial College Healthcare NHS Trust and Chelsea and Westminster Hospital NHS Foundation Trust. It participated in integrated care initiatives with social care partners and voluntary organisations like Barnardo's and Age UK and engaged academic partners including Imperial College London and University College London for service evaluation. The group also joined pan‑London commissioning forums and collaborated with specialised commissioners in NHS England to coordinate tertiary services.
Controversies involved debates over reconfiguration of community services, procurement decisions that attracted scrutiny from local councillors and campaign groups, and financial pressures prompting service redesigns similar to disputes seen in other London CCGs such as Islington CCG and Camden CCG. Reforms culminated in structural changes and collaborative commissioning arrangements, leading to merger activity and function transfers influenced by national policy shifts under NHS England and regional sustainability plans. The legacy influenced subsequent commissioning footprints and integrated care system developments across north‑west London.
Category:National Health Service commissioning groups in London