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Draft Strategic Plan Version 1 2015 - 2020

Draft Strategic Plan Version 1 2015 - 2020. Introduction. INTRODUCTION

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Draft Strategic Plan Version 1 2015 - 2020

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  1. Draft Strategic Plan Version 12015 - 2020

  2. Introduction INTRODUCTION This paper describes the draft strategic direction for CPFT over the next 5 years. Its development has been undertaken against a background of some of the most significant external challenges to face the NHS generally and the Trust specifically. These include: • Increased regulatory scrutiny from the CQC and Monitor post Francis will result in higher care standards and lower tolerance of risk with regards to safety and quality. This may create increase cost pressures particular in relation to ward and team staffing levels • Increased influence for GPs and LAs in the context of a new system-wide planning approach will mean that the trust must adopt a proactive external relationship management strategy. The Trust’s current reliance on a single commissioner was identified as a key vulnerability particularly the latter’s reluctance to invest in the demand and capacity challenges facing Trust services. • The growing systems integration agenda: the twin challenges of growing demand and financial constraint has led the health and social care system both nationally and locally to move towards integrated care. The current Cambridgeshire CCG integrated older people’s procurement and potential similar moves with regard to children’s services represent both an opportunity and threat to services. There is an increased likelihood of mergers and acquisitions. Monitor has issued recent guidance on how it plans to make M&A easier going forward. • Rising Demand for services. The local population will grow by 33% by 2021. The incidence of dementia is projected to rise by 38% over the same period. Referrals to CPFT services are currently climbing by 11% per annum. As a result, Community MH services (particularly Adults services) are struggling to cope and the acuity in inpatient services has risen significantly. • Significantly less money: the Cambridgeshire and Peterborough health and social care system is financially challenged. The CCG is 4.1% (£37m) below its funding target and is looking to impose a 4% QUIP programme. CPFT has a £23.5m CIP target over the next 5 years before any CCG QUIP. It has yet to find this target in its entirety. In fact, the Trust will require £1.7m investment from the CCG to achieve financial balance for the next 2 years. Spend per head on Adult Mental Health Services across Cambridgeshire and Peterborough is amongst the lowest nationally. • An affordability gap: if current referral trends continue (11% growth per annum) and current financial assumptions are realised, then there will be an affordability gap of £32.3m by the end of Year 5 for CPFT based on a ‘do-nothing’ scenario. In the light of these external factors particularly the projected growth in demand and financial constraints, the Board of Director’s concluded that a fundamental review of CPFT’s strategic direction and service strategy was required to ensure that services remain viable beyond the next two years. The outcome o f this strategic review is described in the subsequent pages. Commercial in Confidence

  3. Our vision, values and unique offering • Together, as one: We are a good organisation to do business with. We value our teams and our partners and believe that by working together we can achieve more. We focus our efforts only on what we can become best at. OUR UNIQUE OFFERING CPFTs services are unique because: • They are based on the latest research and delivered by the very best people at the leading edge in their field through our status as a University of Cambridge Teaching Trust and a member of Cambridge University Health Partners • We deliver family centred, joined up services bringing together physical and mental health care co-ordinated around the patient and delivered principally in community settings • We are one of the UK’s leading organisations for delivering services that enable people to look beyond their limitations and help them achieve their goals and aspirations . In particular, we have pioneered the use of peer support workers and education as a means to promote recovery, self-management and choice. • We are experts in co-ordinating team based care of individuals regardless of setting • We are one of England’s leading providers of key specialist Mental Health Services with particular expertise in Eating Disorders, Children and Young Peoples Mental Health, Autistic Spectrum Disorders and Female Personality Disorder. OUR VISION In 2020, CPFT will be: • a UK top quartile provider of joined up and co-ordinated community, mental health and social care • the UK’s largest provider of key specialist mental health services • an organisation whose services are enabled by world leading research and education. Our mission is to maximize life opportunities for individuals and their families by enabling them to look beyond their limitations to achieve their goals and aspiration. In other words : ‘To offer people the best help to do the best for themselves’ OUR VALUES We manage our organisation through a small set of shared values that guide our decisions and actions: • Patients First: we focus on the needs of our patients. We aim to exceed their expectations by making every interaction count. • Our Staff Matter: we trust, value, and develop each other. We build a great place to work, where people are inspired to be the best they can be. • Only the Best: we have high standards in all that we do. We are uncompromising in our pursuit of excellence. We measure everything we do and share the data with others to judge. We expect that everyone will give the best they can.

  4. Our strategic goals • Where every member of staff has the required skills, knowledge and attitudes to deliver top quality , cost effective care • Where care is delivered in the most cost effective , least demarcated and most productive way consistent with delivering top quality care • We will be in the top 25% of UK Trusts for the innovative and effective way we deploy our Technology and use the Built Environment in support of patient care We will achieve this by investing in a technology and built environment where: • Effective care is enabled in a joined up and integrated way • All staff are mobilised and have access to robust and reliable online services regardless of work setting • All staff use a virtual learning environment on a daily basis • The number of sites from which CPFT operates is significantly reduced and where we exceed sector benchmarks for the sustainability of our buildings • We will be in the Top 25% of ‘like’ organisations in terms of income through strategies which deliver long term sustainability, Investment and Growth • CPFT will increase its income base from £130 to £xxxmthrough a mixture of organic growth, bid success and merger/acquisition • CPFT will deliver operational efficiencies equivalent to XX% • CPFT will invest £xxm in xxxxx , yyyyyy…… OUR FOUR STRATEGIC GOALS We will deliver our 2020 vision and mission through the achievement of 4 key strategic goals . These are: • We will be in the top 25% of UK Trusts for the quality (safety, effectiveness and experience) of our service We will achieve this by delivering care and support that is: • Personalised to, joined-up and coordinated around the patient. • Designed and delivered in partnership with the public, patients , carers and other organisations inc the Third and Private sectors • Safe and effective and based on the best available evidence • An experience that patients would recommend to their family and friends if they had to use our services • Focused on enabling people to look beyond their limitations and helping them achieve their goals and aspirations by promoting self-management, education and choice. • Delivered in the right place at the right time, every day of the week in or close to people’s homes by staff who are at the leading edge in their field • Convenient and easy to access • We will be in the Top 25% of UK Trusts for the way we engage our staff We will achieve this by investing in a workforce : • Involved with, committed to and motivated by their work

  5. Our strategies Year 3 • TBC • TBC • TBC • TBC • TBC Year 4 • TBC • TBC • TBC • TBC • TBC Year 5 • TBC • TBC • TBC • TBC • TBC GOAL 1 We will be in the top 25% of NHS Trusts for the quality (safety, effectiveness and experience) of our service Strategies We will: Year 1 • Review and transform our service model based on recovery principles to ensure that services are sustainable clinically, operationally and financially over the next 5 years • Clarify our core business and clearly articulate which of our current services might be more appropriately and cost effectively delivered by other sectors including the private and third sectors • TBC • TBC • TBC Year 2 • TBC • TBC • TBC • TBC • TBC

  6. Our strategies Year 3 • TBC • TBC • TBC • TBC • TBC Year 4 • TBC • TBC • TBC • TBC • TBC Year 5 • TBC • TBC • TBC • TBC • TBC GOAL 2 We will be in the Top 25% of NHS Trusts for the way we engage our staff Strategies We will: Year 1 • Develop and implement a tool to analyse the causes and potential remedies for poor staff morale • Adopt an appropriate management style: changing the way in which managers manage and leaders lead, so that they listen, share, consult and engage more and display a positive ‘can-do’ attitude • Review its staffing establishments to determine in the light of the review of its core business which groups are core and which are peripheral to future strategy • TBC • TBC Year 2 • TBC • TBC • TBC • TBC • TBC

  7. Our strategies Year 3 • All staff are mobilised and have access to robust and reliable online services regardless of work setting • TBC • TBC • TBC • TBC Year 4 • TBC • TBC • TBC • TBC • TBC Year 5 • TBC • TBC • TBC • TBC • TBC GOAL 3 We will be in the top 25% of NHS Trusts for the innovative and effective way we deploy our Technology and use our Environment in support of patient care Strategies We will: Year 1 • All staff use a virtual learning environment on a daily basis • TBC • TBC • TBC • TBC Year 2 • Effective care is enabled in a joined up and integrated way • The number of sites from which CPFT operates is significantly reduced and where we exceed sector benchmarks for the sustainability of our buildings • TBC • TBC • TBC

  8. Our strategies Year 3 • TBC • TBC • TBC • TBC • TBC Year 4 • TBC • TBC • TBC • TBC • TBC Year 5 • TBC • TBC • TBC • TBC • TBC GOAL 4 We will be in the Top 25% of ‘like’ UK Trusts in terms of income through strategies which deliver long term sustainability, Investment and Growth Strategies We will: Year 1 • Act either as a ‘prime’ or ‘sub contractor’ to deliver all future services along the pathway working in partnership with the other NHS Trusts, the commercial sector, and third sector. • Build formal alliances with other key organisations including the private and third sectors • Clarify our core business and clearly articulate which current services might be more appropriately and cost effectively delivered by other sectors including the private and third sectors • TBC • TBC Year 2 • TBC • TBC • TBC • TBC • TBC

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