CPFT Strategy 2023-2026
We can see in all our services and across the wider health and care system that things are changing. Our refreshed strategy will enable us to address these changes and to meet the ambitions of the NHS Long-Term Plan, NHS People Plan and aligns with the Integrated Care System Plan.
During the past 12 months, we have undertaken extensive internal and external consultation to help inform the development of our Trust Strategy within the context of our changing system landscape.
Our internal engagement included service teams, directorate leads, wider leadership team, executive team, non-executives, and governors. The Trust also invited NHS Elect to engage with local stakeholders to gain a deep understanding of the views of partners across our local health system, to explore their perspective on CPFT and its future place in the Cambridgeshire and Peterborough Integrated Care System.
The many contributions from these consultations have directly informed and shaped our strategic direction and priorities. The themes of feedback highlighted the Trust should:
- Excel to become a leader of mental health provision, innovation, and research
- Drive innovation in joining up community care delivery to meet local need
- Give a real focus on prevention in delivering specialist children and young people’s physical and mental health care and build upon our excellent partnership working to deliver improved physical and mental health care for children and young people
- Together with system partners improve care and outcomes for people with learning disabilities.
Our strategy has embraced the views of trust members and the public, as represented by the Council of Governors at their quarterly meetings and development sessions, and at informal discussions. The key issues that have been fed back to us are waiting lists, both for assessment and treatment; access to appropriate services wherever you live in the county; staffing levels; funding, especially for mental health; patient and carer involvement; the relationship between primary care and specialist services like ours; and the overall quality of services.
These have been addressed throughout the strategy and for each of the priorities what success will look like for patients and carers has been identified.