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From: Graham Leaf, Lay Member for Governance, Vice Chair MINUTES OF MEETINGS 1. Purpose

1.1 This report incorporates for endorsement, minutes and decisions of recent meetings of the Clinical Scrutiny Committee, CCG Collaborative Group, Community Engagement Partnership, and Commissioning Governance Committee.

(i) Audit Committee There are no minutes for presentation this time.

(ii) Remuneration and HR Committee

There are no minutes for presentation this time.

(iii) Clinical Scrutiny Committee The unconfirmed minutes of a meeting held on 3 November 2015

(iv) CCG Collaborative Group

The unconfirmed minutes of a meeting held on 1 October 2015. (v) Community Engagement Partnership

Minutes from a meeting held on 21 September 2015

(vi) Commissioning Governance Committee Decisions from a virtual meeting held on 15 September 2015, meeting held on 29 September 2015, and virtual meeting held on 16 October 2015.

2. Recommendation 2.1 The Governing Body is asked to endorse the minutes and decisions as attached to the

report whilst noting that ‘unconfirmed’ minutes remain subject to change by the relevant Committee/Group.

Author: Jo Mael Corporate and Governance Officer

Agenda Item No. 23

Reference No. IESCCG 15-71

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Unconfirmed Minutes of a Meeting of the Ipswich and East Suffolk CCG

Clinical Scrutiny Committee held on Tuesday, 03 November 2015

PRESENT: Dr Mark Shenton GP Clinical Scrutiny Committee Member (Chair) Maddie Baker-Woods Chief Operating Officer Dr Paul Bethell GP Clinical Scrutiny Committee Member Dr David Egan GP Clinical Scrutiny Committee Member Dr John Flather GP Clinical Scrutiny Committee Member Carl Goulton Chief Finance Officer Dr John Hague GP Clinical Scrutiny Committee Member Julian Herbert Chief Officer Dr Peter Hollloway Clinical Scrutiny Committee Member Dr David Kanka Deputy Director Public Health Dr Paul Kaiser GP Clinical Scrutiny Committee Member Dr Lorna Kerr Secondary Care Doctor Graham Leaf Lay Member: Governance and CCG Vice Chair Amanda Lyes Chief Corporate Services Officer Dr Michael McCullagh GP Clinical Scrutiny Committee Member Barbara McLean Chief Nursing Officer Dr Billy McKee GP Clinical Scrutiny Committee Member Dr John Oates GP Clinical Scrutiny Committee Member Pauline Quinn Lay Member: Patient and Public Engagement Dr Ben Solway GP Clinical Scrutiny Committee Member Jan Thomas Chief Contracts Officer Richard Watson Chief Redesign Officer IN ATTENDANCE: Jo Mael Corporate and Governance Officer Stephen Macro Interim Turnaround Director Robert Mayes Head of PMO (part only) Carina Drake Administration Assistant Corporate Services 15/051 WELCOME AND APOLOGIES FOR ABSENCE

The Chair welcomed everyone to the meeting with apologies for absence noted

from; Dr Imran Qureshi GP Clinical Scrutiny Committee Member Dr Juno Jesuthasan GP Clinical Scrutiny Committee Member Dr Chris Rufford GP Clinical Scrutiny Committee Member

15/052 DECLARATIONS OF INTEREST

No declarations of interest were received.

15/053 MINUTES OF MEETINGS HELD ON 25 AUGUST 2015

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The minutes of the meeting held on 25 August 2015 were agreed as a correct

record.

15/054 MATTERS ARISING AND REVIEW OF ACTION LOG

There were no matters arising from the previous minutes and the action log was reviewed and updated.

15/055 GOVERNING BODY ASSURANCE FRAMEWORK (GBAF)

The Committee received the current version of the CCG Governing Body Assurance Framework (GBAF) which, it was explained, was reviewed by the Chief Officer Team every month and by the Governing Body and Audit Committee at each of their meetings. Amendments and additions to the GBAF were set out within Section 3 of the report. Chief Officers provided the committee with an in depth explanation of each risk contained within the GBAF by providing an overview of the risk, the controls that are in place and the assurance of the controls. All eleven risks were discussed in depth with key points highlighted including:

Risk 20 (Failure to redesign and commission services covered by the Urgent Care and Health Independence Reviews) – assurance was provided that a lot of work had already been undertaken and the risk focussed on the short and medium term issues to replace contracts when they come to an end

Risk 21 (Local Service Provider contract cessation) – the risk was being managed through the IT Programme Board and procurement negotiations had started. The risk had been reduced and was likely to be removed from the GBAF and placed onto the Departmental Risk Register.

Risk 24 (Reduction in the capacity of GP Services) – it was reported that a meeting was to take place in the near future with Ipswich Practices in an attempt to agree an action plan going forward.

Risk 26 (Potential impact of service quality delivered by NSFT) – as previously reported a CQC inspection report in February 2015 had highlighted serious concerns in service quality and rated the Trust inadequate overall. The Chief Nursing Officer confirmed the risk would remain on the GBAF until there was a reassessment from the CQC which was expected Spring/Summer 2016.

Risk 27 (Newly let community services contract impacting on service quality) - the contract had started on 1 October 2015 with good progress reported. It was expected the risk would remain on the GBAF for a further three months through the transition period. If there were no concerns throughout that period then the risk was likely to be reduced and removed from the GBAF.

The Committee noted and approved the content of the report and that the GBAF would be reviewed in depth again in six months’ time.

15/056 DRAFT FINANCE RECOVERY PLAN

The Committee was presented with a draft financial recovery plan. Although

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additional work was required it was intended that the plan be presented to NHS England on 4 November 2015 for final sign off on 10 November 2015. The plan was broken down into specific sections which the Committee talked through in detail, those being; Executive Summary – provided a summary of what the CCG’s position was at month five moving into month six; and of the 2015/16 forecast outturn position before and after recovery actions. At month six the CCG was £2.9m behind forecast with a deficit of £700k after the use of surplus. Drivers of Deficit – provided a summary of the factors contributing towards the deficit and provided a table summarising the bridge between the final plan submission and the risk-adjusted forecast deficit as at October 2015. Key deficit drivers were Ipswich Hospital activity levels, GP prescribing and continuing healthcare overspends. Detail of saving plans – provided detail of existing QIPP schemes, the planned and actual savings to date and the forecast for the full year. The savings plan was broken down into specific action groups: provider joint working; contractual; prescribing; continuing healthcare and other. Chief Officers provided the Committee with an in depth update on each action, including what work had already been undertaken and what the next steps were. Position with Ipswich Hospital Trust – provided key details of the current position with the Trust which included the instigation of weekly meetings to oversee delivery. Trajectory back to plan – detailed the commencement of schemes and provided a trajectory of how the CCG planned to return to in-year surplus from December 2015. It indicated that the month six position since production of the financial recovery plan was consistent with the September 2015 trajectory. Underlying Position – the section remained work in progress but highlighted the initial impact the financial problem had on the underlying position on a month by month basis and mapped back to the original 1% surplus requirement. Management & Governance Arrangements – detailed the changes made to enable the CCG to deliver the financial recovery plan in 2015/16 and to maintain progress in 2016/17. Risks and Mitigation – provided a table of strategic risks, the key controls established, the assurance of controls, and the action points and target dates for completion. The Committee noted the content of the plan and that the CCG would continue to share information with stakeholders to reflect the CCG’s progress.

15/057 QIPP PROGRAMME DASHBOARD

The Head of PMO presented the QIPP dashboard which reflected the position at the end of month six. The dashboard included details of the original QIPP (£11.8m), the financial recovery plans to the end of the year; and redesign projects that had been taken forward but which had no direct impact on QIPP. Key areas highlighted were:

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Implementation of the Integrated Crisis Action Team (CAT) had been delayed to 19 October 2015 due to recruitment issues. The activity and financial trajectory had been revised.

The need to pursue a switch from Lucentis, noting the national challenges on this issue.

Continuing Healthcare nursing home procurement had been delayed due to resourcing issues. The timetable was under review to include the development of a robust operating model.

Carpal Tunnel - QIPP was based upon a 90/10 spilt of activity between Nuffield and Ipswich Hospital Trust (IHT). Currently the actual split was 30/70 so therefore any savings at Nuffield were being offset by additional costs at IHT.

In response to questioning the Chief Operating Officer agreed to seek clarification on previous work carried out in respect of the carpal tunnel project. The Committee noted the content of the QIPP Dashboard. (The Head of PMO left the meeting)

15/058 INTEGRATED PERFORMANCE REPORT

The Committee received the Integrated Performance Report for October 2015, which provided members with a summary of performance against national targets, contractual targets, clinical quality and patient safety issues, financial performance and acute activity, together with detailing work being carried out by the clinical work streams. As the CCG’s financial position had been discussed in depth when reviewing the draft financial recovery plan, the Finance and Performance section of the integrated performance report section was not discussed. The Committee’s attention was drawn to the following points: Quality:

Page 11 provided details of the Quality Improvements Visits (QIVs) planned for the year .

Page 26 provided information on falls which indicated an increase in falls at Ipswich Hospital Trust which had been escalated via service level agreement meetings

Pages 60-63 provided details on Children and Young People’s complex cases. It was explained the reported rise in cost was due to an increase in the complexity of the cases and also a ‘seasonal’ variance as children received physical health support during term time.

Following the recent closure of an Ipswich care home, it was queried whether there were systems in place for GPs to be notified and if any interventions could be put in place to prevent homes from closing. The Chief Nursing Officer agreed to investigate and report back.

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Feedback from QIVs and CQC visits had highlighted a recurring theme of a requirement for increased training/education. It was noted that Clinical Quality Managers in Care Homes had to demonstrate they had undertaken relevant training. The Chief Nursing Officer advised that the CCG’s Care Home Clinical Support Manager had been engaging with providers by setting up network meetings, creating newsletters and developing a training programme which had been well received by the care homes. Contracting: Ipswich Hospital

Plastic Surgery – although performance had improved the trajectory had not been met and a contract query and remedial action plan were in place.

Discharge Summaries A&E – although performance continued to give cause for concern there had been an improvement in August 2015.

Care UK – key performance indicators for warm transfers were not being met. The CCG was working with the provider to work through improvement plans to improve metrics. Norfolk and Suffolk NHS Foundation Trust ( (NSFT) – concerns continued in respect of staff training for Safeguarding Level 3 and the CCG continued to seek the assurance it required. Redesign and Clinical Workstreams: The Chief Redesign Officer reported key work being carried out by the workstreams which included:

Vulnerable Adults Service – the business case was due to be presented to the Clinical Executive Committee in December 2015 for decision.

Community Reablement Beds – a phased implementation had been finalised and a new care home approached with anticipated phased introduction during December 2015.

Respiratory – a business case had been agreed by the Clinical Executive Committee and was due to be presented to the next Governing Body Meeting for approval.

Musculo-skeletal (MSK) – an audit had been undertaken for MSK referrals and a business case presented to the Clinical Executive Committee setting out a programme for the next five years. Discussions were ongoing with key providers.

Ophthalmology – a community pilot had been successful with 68 patients benefiting from the service. A 100% satisfaction rating had been received from the friends and family survey conducted on site. In response to a

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question as to whether community work might increase the use of Lucentis which was not required to be carried out within the hospital setting, the Chief Redesign Officer agreed to investigate.

EXTENDED FINANCE PACK As the CCG’s financial position had been discussed in depth when reviewing the draft financial recovery plan, the extended finance pack was for information only.

15/059 NHS CONTINUING HEALTHCARE (CHC) UPDATE

The continuing healthcare service had undergone an extensive programme of development across operational, care contracting and information reporting aspects of the service. The workstream meeting was being chaired by the Chief Contracts Officer, in order to coordinate work across the Chief Officer Teams. At a meeting with Ernst and Young (external auditors) on 13 October 2015, the auditors had reported they were content with the work being undertaken to address the issues of the backlog. The Chief Contracts Officer advised that the CCG had been transparent over the issues which had caused the backlog (processes, people, technology, data), and Ernst and Young had been content with the programme of leadership and understanding of the challenge. Although there remained a significant backlog, it was recognised that the number of outstanding cases had reduced which indicated an improvement in process. There had been a ‘soft launch’ recent restructure of staff within the CHC team to enable clinicians to close their current case load without causing disruption to patients. Working with Suffolk County Council (SCC) a specification had been written for care home procurement which was expected to be issued in January 2016 with the contract to be awarded in June 2016.

It was agreed at a recent Clinical Executive meeting to pay Sue Ryder an agreed amount for all current continuing healthcare and individual funding request patients up to March 2018. Any new placements would then need to be agreed on an individual basis and a price determined based on patient need.

The Committee noted the content of the report.

15/060 CONTRACTS RENEWAL LIST

The Committee was in receipt of a report from the Chief Contracts Officer which detailed progress in respect of contract renewals. The contracts team had undertaken a full review of the contracts and had been asked to focus on the smaller contracts. The Chief Contracts Officer and Chief Redesign Officer agreed to revisit the list to ensure the appropriateness of contracts going forward. The Committee noted the update and the current contract position.

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15/061 FRANCIS REPORT UPDATE

The Chief Nursing Officer presented a report updating the Committee on the key actions undertaken by NHS England (NHSE) to address the concerns raised in the Francis report. Those included the implementation of Quality Surveillance Groups (QSAGs) that had been put in place across 27 NHS England area teams and four regions, to share information and address quality of care. There had also been rollout of the Compassion in Practice strategy, which included the “6Cs” (Care, Compassion, Competence, Communication, Courage and Commitment) which had been implemented across all areas of healthcare, training and practice.

Section 4 of the report gave an overview of the actions taken by the CCG to apply the recommendations from the Francis report, in partnership with local stakeholders such as Suffolk Health Watch to seek out best practice nationally and to identify further ways to improve patient care. The CCG had developed Key Performance Indicators (KPIs) for inclusion in acute and community contracts to drive performance in key areas such as the management of complaints, mandatory training and incident reporting. The patient experience team had been monitoring information from the PALS team and triangulating the information using reporting templates. In response to a request the Chief Nursing Officer agreed to attend a future Community Engagement Partnership meeting to present details of the triangulation reporting. The Chief Nursing Officer advised that all teams within the nursing office were currently adhering to the 6Cs and advised the work could be rolled out to other departments in the future. The Committee noted the update of the report.

15/062 APPROVAL OF SAFEGUARDING POLICY

The Committee was in receipt of report IECSC 15-31 which sought approval of a

Safeguarding Policy. The Policy had undergone review and had been revised into a joint safeguarding policy for children and adults. It included changes to legislation and the national framework. Revisions to the policy included those in respect of adult wellbeing and mental capacity and the inclusion of Female Genital Mutation (FGM). The Clinical Scrutiny Committee approved the Safeguarding Policy as presented.

15/063 APPROVAL OF INDIVIDUAL FUNDING POLICY

The Committee was in receipt of report IECSC 15-32 which sought approval of an Individual Funding Policy which, it was explained, had been- reviewed and revised. The review had included improving governance at all stages of the process, identifying duplication and the reasons for delay on decisions to patients. As a result, key documents that supported the policy had also been reviewed. Key stakeholders had been consulted on the revisions including referral leads and the Local Medical Committee (LMC). The Clinical Scrutiny Committee approved the Individual Funding Policy as

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presented.

15/064 SELF-ASSESSMENT FEEDBACK- SURVEY MONKEY

The Chief Corporate Services Officer presented the findings of a self-assessment exercise completed by members of the CCG’s Clinical Scrutiny and Clinical Executive, together with the Governing Body earlier in the year. The Committee was asked to consider the feedback from the self-assessment and whether any further action was required. Members of the Committee discussed the findings and agreed to:

Keep the current membership of the group as reducing its size would reduce the level of clinical input;

Revise the size of the papers and ensure members receive them in a timely manner;

Consider concentrating on specific topics at meetings and discussing items on a rotational basis in order to allow items in depth scrutiny.

Explore the feasibility of providing details of update/commissioning magazines to up skill members to scrutinise topics.

Undertake a further self-assessment in four months’ time to see if any further action was required.

15/065 ANY OTHER BUSINESS

No items of other business were received. 15/066 DATE OF NEXT MEETING

The next meeting of the Clinical Scrutiny Committee was scheduled to take place on Tuesday, 22 December 2015 in the Racecourse meeting room at Rushbrook House.

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Ipswich & East Suffolk Clinical Commissioning Group

West Suffolk Clinical Commissioning Group

Unconfirmed Minutes of the CCG Collaborative Group meeting held on Thursday, 1 October 2015, 11.30am in the Pavilion, Rushbrook House

PRESENT Martin Smith (MS) CCG Collaborative Group Chair Dr Christopher Browning (CB) Chair, West Suffolk CCG Governing Body Dr Mark Shenton (MS) Chair, Ipswich and East Suffolk CCG Governing Body Julian Herbert (JH) Chief Officer, Ipswich & East Suffolk and West Suffolk

CCGs Bill Banks (BB) Lay Member (Governance) West Suffolk CCG Governing

Body Graham Leaf (GL) Lay Member (Governance) Ipswich & East Suffolk CCG

Governing Body IN ATTENDANCE Jo Mael (JM) Corporate Governance Officer Minute

Action

15/029 Welcome and apologies The Chairman welcomed everyone to the meeting and no apologies for absence were received.

15/030 Declarations of Interest

No declarations of interest were received.

15/031 Minutes of meeting held on 18 June 2015

The minutes of a meeting held on 18 June 2015 were considered and agreed as a correct record.

15/032 Matters arising and review of action log

There were no matters arising and the action log was reviewed and updated.

15/033 Service Performance Review Report

The Collaborative Group was in receipt of the Service Review Performance Report which contained revised objectives for Chief Officers following commencement of the new financial year. Progress was reviewed via regular 1:1 meetings with the Chief Officer, and indicators RAG rated with the individuals concerned, prior to them being discussed within the Chief Officer team as a whole.

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Key points highlighted included:

The Chief Officer team would be at full complement from 5 October 2015 when Jan Thomas was due to commence in the role of Chief Contracts Officer.

Key areas of concern throughout the service performance review report continued to be those of QIPP delivery, continuing healthcare performance and prescribing overspend.

A financial recovery plan in respect of Ipswich and East Suffolk CCG was due to be submitted to NHS England week commencing 5 October 2015. The Group was advised that, as the NHS as a whole was facing significant financial challenge, NHS England was currently holding CCGs to plan and, where appropriate, asking them to submit recovery plans and demonstrate attempts to address concerns.

The need for both CCGs to work together going forward in respect of urgent care redesign was recognised. Whilst previously a set of over-arching principles had been set by the system as a whole, and each CCG necessarily had its own factors for which to provide, further work was required to determine joint countywide issues and governance. The need to progress such work was also being driven by the fact that key provider contracts were due to expire within two years which provided opportunity to rethink service design. Taking account of timescales associated with the retendering process, the CCGs had 6-12 months in which to determine the model they wished to pursue.

The Collaborative Group noted the report and the Chief Officer agreed to provide further detail and a progress update in respect of urgent care redesign to the next meeting.

15/034 CCG Staff Resource

The Collaborative Group was in receipt of a report from the Chief Officer which provided an update on actions being taken to focus CCG staff resources on key priorities, and which highlighted potential challenges going forward. Having reviewed the report, it was suggested that thought be given to pursuing the feasibility of re-categorising redesign posts, together with attempting to compare management costs with that of commissioning support units. It was noted that elsewhere redesign was not always counted within management costs. The Group was advised that a Corporate QIPP workstream had been set up to progress the actions as set out within the report. The Collaborative Group noted the report and requested that the Chief Officer pursue the suggestions made, the outcome of which should be presented to the next meeting.

15/035 Annual Review of Terms of Reference

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The Collaborative Group reviewed and agreed its terms of reference.

15/036 Any Other Business

No items of other business were received. 15/037 Date of next meeting

Date Venue Time

Dates 2015

17 December 2015 The Pavilion 11.00am

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Meeting of the Community Engagement Partnership

Monday 21 September 2015

5.00 – 7.00pm

The Key Café, Ipswich

PRESENT: Tony Bone TB Louise Hardwick Head of Operations, IESCCG LHa Dawn Henry DH Linda Hoggarth LH Mike Hope MH Gillian Orves Chair GO Tony Rollo Healthwatch TR IN ATTENDANCE: Alison Leather Associate Director Redesign, IESCCG AL Jon Reynolds Deputy Chief Contract Officer JR APOLOGIES: Pauline Quinn IESCCG Governing Body Lay Member for Patient and Public

Involvement Terry Ward Susie Mills

No. Item

1. Welcome and review of previous notes/actions

Declaration of conflicts of interest

GO welcomed everyone to the meeting.

Apologies for absence were noted.

The minutes from the previous meeting on 20.07.15 were agreed as a

correct record.

The Action Log was reviewed and updated.

2. Mental Health Strategy

AL presented a brief summary of the Mental Health Strategy to the group and highlighted the key recommendations made in the Joint Mental Health Commissioning Strategy. It was noted that the strategy was prepared jointly by Ipswich and East Suffolk and West Suffolk Clinical Commissioning Groups, Suffolk Constabulary, Suffolk County Council and service users who have used mental health services on behalf of the people in Suffolk. The strategy demonstrated the CCG’s continued commitment to people’s mental health needs ensuring that they would have independence, choice and control in how they lived

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their lives. It was acknowledged that the strategy was integral to and designed to complement the overarching Suffolk Health and Care Review carried out in 2013/14. The strategy would drive commissioning, planning and decision making processes for people with mental health needs in Suffolk. It was noted that there would be seven strategic domains between 2015 and 2020 that would improve outcomes for mental health. AL explained local commissioners were committed to ensuring the strategy was developed in partnership with local people who used local services. A number of workshops over a period of 12-18 months to influence the strategy had been organised by members of the Suffolk Mental health and Learning Disability Joint Commissioning group. A reference group known as the Thurston Group agreed the principles of engagement. Feedback at the events found a number of recurring themes that were felt to be important. Key recommendations to build community resilience and prevention included:

Employment and housing

Schools: Building resilience and training school nurses and form tutors

College Students: Physical and mental learning literacy

Transport: support for people to prevent isolation

Information on self management and symptom control

Communities and leaders

Other recommendations included primary and community care integrated with Social Care with less medical prescribing and a shift towards a social prescribing model. With regards to the complex specialist population, there would be a single point of access, with tele-triage, tele-health, 24/7 home treatment and liaison mental health. It was noted there would also be a multi-agency approach with multi-disciplinary home treatment teams with personalised care for the most complex.

3. Commissioning Intentions

JR presented the paper. Commissioning Intentions (CI) serve as formal notice to providers of CCG’s plans in respect of services for the following financial year. They summarise the CCGs plans and reflect the central challenge of improving patient outcomes whilst constraining levels of spend to match available resources. For the CCG and its providers, collaborating to adopt the most efficient service models through delivering change is a key priority. These are published by all providers and stakeholders on 30 September each year. JR explained to the group the planning cycle each year and how CIs were generated. All CCG leads from all areas are invited to compile their intentions for their areas. These include: Finance, Redesign, Corporate, Chief Officers, Quality Team and Contracts. Although Public Health are not part of the CCG they still have an input into CIs particularly around demographics and healthy lifestyles data. JR acknowledged that patients and public have influenced the CCGs CIs before they have been published. These have been through engagement events, patient feedback, governing body representation, Health Watch, involvement in procurement and redesign of services and user group engagement. It was acknowledged that the CCG were looking at different ways to commission

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services currently. The CCG wants to break the one year cycle plan as it was hard to achieve large changes within a contract with the current one year cycle model. The CCG studied a different type of commissioning model based from New Zealand, in light of Integrated Care Organisations but this would mean a large cultural change. This would mean the Providers would need to manage demand and the financial pressures associated with this. The group thanked JR for his presentation which they found very useful. It was noted that Lizzie Mapplebeck from the CCG Redesign team was due to present their CIs at the next meeting in October.

4. Working Together Time

LHa led the workshop regarding “Authentic Voice” and what it meant? The group concluded that the “authentic voice” could mean:

A group of patients with a voice who were experienced in matters of

health

A voice to help shape the future of the NHS

A voice to help empower patients

Redesigning of services with as many patients being involved

Voices of carers and patients to be important and inclusive

5. Any other Business

Future membership of the CEP: It was agreed that this should be taken forward at the next meeting in October. However, it was noted that the process needed to change from the previous recruitment drive with introduction to pre interview informal conversations with current CEP members. The ideal number of members of CEP should be between 10 and 15 and should not exceed 15. It was agreed a recruitment pack was to be designed and written by current members of CEP for those members of the public who were interested in joining the group. This would include Terms of Reference, the vision of the group and what the group wanted to achieve. It was agreed that future members of the forum must be recruited on the skills and experience they would bring to the group.

Future meetings A discussion took place regarding whether holding future CEP meetings in public was the most effective way for the CEP to work. It was noted that the majority of the group felt there was little benefit to this but would be a good idea to trial having closed meetings with every quarter being a public meeting. The agenda would be set accordingly and therefore there would be a distinct difference between closed and open meetings.

6. Community Engagement Partnership Updates

There were no updates to note.

76. Date of Next Meeting

Monday .19 October 2015, 5.00 – 7.00pm. Venue to be confirmed.

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IPSWICH & EAST SUFFOLK CCG COMMISSIONING GOVERNANCE COMMITTEE

Decision Record

15 September – 21 September 2015

Decisions from a virtual meeting with response by close of play 21 September 2015

1 QIPP – Multi-Disciplinary Teams To consider approval of the GP payment proforma in respect of this service.

Report No: IESCCG/CGC 15-24

Commissioning Governance Committee Members:

Graham Leaf, Lay Member for Governance, Chair

Julian Herbert, Chief Officer Carl Goulton, Chief Finance Officer Jon Reynolds, Acting Chief Contracts Officer Dr Lorna Kerr, Secondary Care Doctor Decision

That the additional payment to GP practices for the period 01/10/2015 to 31/03/2016 in respect of multi-disciplinary teams, as set out within the report, be approved.

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Decisions from a meeting of the Ipswich and East Suffolk CCG

Commissioning Governance Committee held on 29 September 2015

COMMITTEE: Graham Leaf Lay Member: Governance and CCG Vice Chair (Chair) Julian Herbert Chief Officer Carl Goulton Chief Finance Officer Dr Lorna Kerr Secondary Care Doctor PRESENT: Clare Banyard Associate Director of Redesign Maddie Baker-Woods Chief Operating Officer Jo Mael Corporate Governance Officer

Decisions: The Committee considered GP payment proformas in respect of the following services; 15/041 COMMUNITY REABLEMENT BEDS – GP PRACTICE SUPPORT

The objective of the service was to provide a reactive and timely in-hours GP response to care requests for patients in commissioned reablement beds which was over and above normal care requests for patients in care homes. The Commissioning Governance Committee subsequently approved the additional payment to GP practices as set out within the report for the period 01/11/2015 to 31/03/2016 and noted that a brief evaluation would be provided by June 2016 in relation to that element of the winter scheme.

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IPSWICH & EAST SUFFOLK CCG COMMISSIONING GOVERNANCE COMMITTEE

Decision Record

16 October – 19 October 2015

Decisions from a virtual meeting with response by close of play 19 October 2015

Medicines Waste Reduction Reinvestment Plan To consider approval of the GP payment proforma in respect of this service.

Report No: IESCCG/CGC 15-26

Commissioning Governance Committee Members:

Graham Leaf, Lay Member for Governance, Chair

Julian Herbert, Chief Officer Carl Goulton, Chief Finance Officer Pauline Quinn, Lay Member Patient and Public Engagement Jan Thomas, Chief Contracts Officer Declarations of Interest

No declarations of interest were received.

Decision That the additional payment to GP practices for the period 01/11/2016

to 31/03/2016, in respect of the medicines waste reduction reinvestment plan, be approved. Under the proposal, any underspend achieved on the entire CCG post QIPP prescribing budget would be split 50/50. For the avoidance of doubt, practices below budget would not receive anything unless the entire CCG was below the post QIPP budget for prescribing.