About us

Havering Clinical Commissioning Group (CCG) is responsible, along with other health and social care professionals and patients, for deciding how most of the local NHS budget is spent.

GPs have always had a say in developing local health services, but since 2013  have taken on much greater responsibility to commission (which means to plan, buy and monitor) NHS services. To do this, they joined together as Clinical Commissioning Groups.

All GP practices in the borough are part of the CCG. We have a governing body, or board, which meets regularly, and is chaired by Dr Atul Aggarwal, a local GP and our Managing Director is Ceri Jacob.

Havering CCG Chair, Dr Atul Aggarwal

" We can be proud that working against a backdrop of a challenged health economy, we have commissioned new, improved services that deliver high quality, safe care for our patients and public. That remains our number one priority.

“In Havering we take the lead on the local acute hospital contract, have launched late evening and weekend opening GP services, developed a care homes scheme to reduce unnecessary ambulance call outs and moved into new offices in Romford.

“We recognise that the local health system demands that we work more closely in partnership than ever before and it has been gratifying to see the energy and determination that has gone into these new ways of working between organisations. Working together across a number of health and social care organisations, with many different ways of doing things, is not easy; but, from the work we have done on integrated and urgent care through to the more ‘hands on’ end of our business supporting our GP members and delivering care to the public, the CCG has risen to that not inconsiderable challenge."

parents with two children

What does Havering CCG do?

Our role is to commission most local health services, from cancer care to mental health, hospital operations to prescriptions. This is laid out in our Constitution which sets out how we meet our responsibilities for commissioning care for the people for whom it is responsible.  It describes the governing principles, rules and procedures that we has established to ensure probity and accountability in the day to day running of the CCG; to ensure that decisions are taken in an open and transparent way and that the interests of patients and the public remain central to the goals of the CCG.  

We have developed a set of values and behaviours that describe how we conduct our business and how our staff conduct themselves. These values, which are linked to equality, are reviewed annually and are the building blocks of our organisation. They are: honesty, responsibility, caring, respect, professionalism, responsive, courageous, collaborative and integrity. These values are embedded in the NHS Constitution and in the CCG’s commitment to promote equality and human rights.

We work very closely with our neighbouring CCGs in Barking and Dagenham and Redbridge and with Havering Council to join up our services as much as possible and to help improve the health of local people.


Our vision

 “To provide a first class health service for our residents, both as individual GPs and as commissioners. We will work in partnership with our colleagues across the entire health and care community to ensure that this service delivers quality, innovation, productivity and prevention for the people that we serve.”

Our key priorities

  1. Commission safe, sustainable, high quality services for the local population: Improving the quality and ensuring the safety of acute hospital, primary care, community, mental health and specialist services is of the highest priority for outer north east London
  2. Integrate care: Enabling improvements in care provided to individuals resulting in a better experience, improved outcomes and productivity

  3.  Redesign urgent and emergency care services: Ensuring patients and the public having access to convenient, high quality, timely and cost effective urgent and emergency care services and know how to access these services effectively

  4.  Stay healthy: Taking action to reduce the need for healthcare and to optimise the health of the local population needs to underpin and be integrated into all of these priority areas

  5. Increase productivity: Increasing productivity; high quality services are also productive services; productivity measures can improve outcomes and patient experiences

Page last updated 13 June 2018