1. DRAFT Annual Plan and Strategy 2013 to 2015
Board of Governors and Board of Directors- joint meeting
21 March 2012
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2. DRAFT
Overview
The purpose of this presentation is to describe the key features and proposed approach to CPFT’s 2013 – 2015 Strategy and
Business Plan which will be presented to the Board of Directors for approval on 30 May In the light of the recent CQC
concerns and the consequent focus on quality turnaround, this three year plan will be deliberately cautious and low key in terms of its
aspiration. Its intention is to enable the Trust to focus on delivering sustainable improvements to essential standards of care and
corporate governance whilst meeting the national CIP requirements (-1.5% deflator assumed for each of the next three years).
Our vision and values remain unchanged at this stage in our development. We will review these next year as we exit turnaround. The
6 key priorities identified on slide 6 have been shaped by the factors driving demand; those key external Issues facing the Trust over
the next 3 years. These 6 key priorities were developed at the CPFT Board of Directors Away Day in November The associated
work streams fall logically out of these priorities and phase 1 of quality turnaround. They too cover a three year period. They show a
determination to put in place the necessary people, systems and process changes (performance and health) to make fundamental
change sustainable. We also remain committed to implementing the changes arising out of NHS Cambridgeshire and NHS
Peterborough’s recent public consultation on the future of mental health services across the county.
We must continue to deliver the national CIP target required of all Trusts over the next 3 years. The key risks facing the Trust in the
light of this Business Plan are described in slide 15
Keith Spencer Commercial in Confidence: Not to be circulated
Director of People and Business Development 2

3. DRAFT CPFT Vision and Values VISION
We deliver high quality health and social care that promotes wellbeing and independence and which we are proud to recommend to our families and friends
VALUES
We have high standards in all that we do
We focus on the needs of the whole person
We trust, value and develop each other
We are good people to do business with
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4. Factors Driving demand
DRAFT
Factors Driving demand
The next few slides describe the 8 key factors driving demand. These represent
those key external issues facing the Trust over the next 3 years which are likely to
directly affect service provision. Our key priorities as a Trust should reflect these
drivers. These are inevitably dominated by the increased scrutiny under which the
trust will have to operate from the CQC and Monitor, the increasingly stringent
financial position of the local health economy and rising demand for services
caused by population growth.
Questions for consideration:
Are there other factors that we should be considering as a Trust
Are the proposed mitigations sufficient
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5. Factors driving demand
DRAFT
Factors driving demand
Quality and corporate governance weaknesses identified within CPFT
Reputational damage could lead to inability to win new business .
Mitigation: Importance of implementing findings of quality and corporate governance review
The intervention from CQC and Monitor will have an impact
Referrals to CPFT estimated to increase by 15% over next 3 years
Cambridgeshire population will rise by 13% over next decade
Peterborough population will rise by 16% in next decade
22% of the population of Peterborough are living in the most deprived wards in the country
Mitigation: Importance of implementing demand management schemes such as ABIC
There will be rising demand for our services
-1.5% contraction in income per annum from main commissioners over next 3 years
NHSC and NHSP spend less than comparator PCT’s and East of England average on mental health
Oversupply in acute sector leading to potential funding pressure on MH
Mitigation: Importance of ensuring CIP programme and good relationship management is implemented/maintained
There will be less money available
Introduction of Payment by Results will enable commissioners to exploit price competition between providers
Competition can be expected from independent sector due to impact of choose and book and ‘any qualified provider’
Mitigation: Importance of good relationship management
There will be increased competition within the MH sector 1 2 3 4

6. Factors driving demand
DRAFT
Factors driving demand
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GP MH Leads already playing lead role in commissioning CPFT services
Service Development opportunities for CPFT in Liaison Psychiatry and Dementia Care
Formal Shadow commissioning arrangements in place from April 2012
Mitigation: Importance of good relationship management
There will be greater influence for GP’s and LA commissioners
Expansion in scope and value of CQUIN to 2.5% with penalties for poor care
Greater GP demand for outcome data in MH services
Implementation of Payment by Results in AMH during FY13
Mitigation: Importance of implementing Caerus Project and HONOS PBR
There will be a greater focus on outcomes
Focus on personalised care: right to a personal health budget
Impact of Choose & Book and Any Qualified Provider in MH in FY13
Mitigation: Importance of ABIC implementation and implementing customer care/centricity programme
There will be Increased patient choice
Loosening of Private Patient Income cap
Increased potential for mergers and acquisitions
Increased accountability to Board of Governors
Partnering opportunities with private sector organisations
There will be greater freedom and opportunities for providers 5 6 7 8

7. DRAFT
Key Priorities
The proposed 6 key priorities set the tone for the entire business plan. All work streams
and activities over the lifetime of the business plan should be focused on delivering
these priorities. They should reflect the most important issues facing the Trust. These 6
key priorities were developed at the CPFT Board of Directors Away Day in November
2011. In order to measure our success in achieving these priorities, we have proposed a
range of measures or key performance indicators.
Questions for consideration:
Are the priorities the right ones for CPFT over the next months?
Are the proposed measures/KPI’s the right ones, are there others?
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8. Our Key Priorities DRAFT Key Priority 1 Key Priority 2 Key Priority 3
To provide safe and effective care and an excellent patient
experience
Key Priority 1
Measured by:
No CQC concerns in any Trust service
95% of Care plans across the Trust sustainably achieve 7C’s
85% of patients recommend CPFT to family and friends
To provide services through empowered staff who have the
right skills, attitudes and behaviours
Key Priority 2
85% of staff will state that they are able to make the changes that they feel necessary for excellent patient care
85% of CPFT staff state they will recommend CPFT to family and friends as a place to work
98% of staff will have completed their mandatory training
All shifts will have sufficient trained staff with the right skills, attitudes and behaviours.
To provide an estate and IT infrastructure that is safe,
modern and fit for purpose
Key Priority 3
All premises achieve at least 4 stars of the 5S standard
90% of staff will describe IT support as good or very good
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9. DRAFT Our Key Priorities Key Priority 6 Key Priority 4 Key Priority 5
To balance our books
Key Priority 4
Measured by:
A financial risk rating of 3 across all years
To develop a culture of personal accountability and earned
autonomy
Key Priority 5
All staff will know what is expected of them and how well they are performing through clear objectives and
targets and performance appraisal
85% of staff will state that they believe poor performance is addressed and good performance rewarded in CPFT
To develop a reputation as a good organisation to do business
with
Key Priority 6
85% of GP’s will describe CPFT as a good organisation to do business with
85% of Commissioners will describe CPFT as a good organisation to do business with
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10. DRAFT Work streams Questions for consideration:
In order to deliver the 6 priorities, key works stream will need to be put in place.
The proposed work streams fall logically out of the 6 priorities and phase 1 of quality
turnaround. They cover a three year period. They show a determination to put in place
the necessary people, systems and process changes (performance and health) to make
fundamental change sustainable. We also remain committed to implementing the
changes arising out of NHS Cambridgeshire and NHS Peterborough’s recent public
consultation on the future of mental health services across the county
Questions for consideration:
Are the work streams the right ones for CPFT over the next months? Are there others?
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11. Key Priorities and Work Streams
DRAFT
Key Priorities and Work Streams
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To provide safe and effective care and an excellent patient experience
Extend care planning (7c) and environmental work (5S) programme to all Community Teams
Implement a Customer Centricity programme for all staff
Roll out real time patient feedback to community teams
Implement public consultations: ABIC; Ward Reconfiguration, New Pathway, Rehabilitation and Recovery,
Complete Acute Care Review evaluation (particularly effectiveness of CRHT) and implement in South
Develop Trust new service model
Review and implementation of serious incident and complaints reporting
To provide an estate and IT infrastructure that is safe, modern and fit for purpose
Implement new Estates Strategy
Rationalise estate including LVG, Gloucester Centre and Ida Darwin
Complete outstanding ligature work
Implement Caerus Project (new Electronic Patient Record) across Trust services
Implement Mobile Working for community based staff
Implement online Self Help and Management for service users as part of ABIC
Implement new IT and Estates KPI’s and contract arrangements with SERCO
To provide services through empowered staff who have the right skills, attitudes and behaviours
Implement New Workforce Strategy
Set optimum staffing levels in ward and community teams
Review and implement new mandatory training programme
Implement Lead Clinician model
Implement competency framework for all staff
Undertake Leadership Capability Assessment for all Trust managers and lead clinicians
Implement new Clinical Leadership Development programme
Implement Health and Wellbeing @ Work strategy for staff including review of occupational health
Develop Flexible work models and patterns

12. Key Priorities and Work Streams 2013 – 2015
DRAFT
Key Priorities and Work Streams 2013 – 2015
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A culture of personal accountability and earned autonomy
Implement Quality and Corporate Governance Review
Implement New Performance Management Framework
Implement new Appraisal system, new induction system, new recruitment system
Introduce revised capability processes
Introduce new Reward and Recognition Schemes
Implement Integrated Quality Dashboards
Implement New Divisional Structure
Review and Revise BAF
Financial Balance
Income growth through Business developments (£0.2m)
Implement CIP Programme (over 3 years)
In patient reconfiguration (£2.3m)
Community services reconfiguration (£2.4 m)
Estate Rationalisation (£1.0m)
Non pay savings (£1.3m)
Corporate support savings (£1.3m)
R&D Contribution (£0.4m)
Other (£7m)
A reputation as a good organisation to do business with
Implement Key Relationship Management Strategy
Conduct GP/Commissioner Survey on bi annual basis
Implementation of Payment by Results and development of outcome measures

13. DRAFT Financial Framework
The financial framework covers the three year period from 2012/13 until 2014/15. Plans identified to date will deliver an enabling fund of £2m next year. This will be used to complete quality turnaround and to pump prime future spend to save initiatives. There is currently an unmet savings target in future years (FY14 and FY15) of £2.5m. Work continues to identify schemes to bridge this gap. This will be completed before the business plan is presented to the Board of Directors for approval in May. It should be noted that proposed in patient reconfiguration savings plans for next year relate to the full year effect of the changes proposed under the PCT consultation. Community Service savings plans maintain current staffing levels and involve reconfiguration of current vacancies to establish sustainable services validated by Quality Impact Assessments.
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14. DRAFT Financial framework
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15. DRAFT Key Regulatory Risks
Failure to deliver sustainable quality turnaround
Failure to deliver FRR3 over the lifetime of the plan leading to financial turnaround
Commissioners require further savings over and above national CIP
Challenge to improve levels of clinical quality, particularly under the impact of financial pressures within the local health economy
Further deterioration in the financial health of the local health economy
Loss of reputation and ensuing risk that peripheral commissioners withdraw funding for services
Focus on turnaround impacts on the successful delivery of longer term strategic objectives
Failure to manage the risk of out of area spend within available resources
New competitors entering the market and/or existing competitors diversifying their services
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16. DRAFT Next Steps Formal Board of Directors discussion 28 March 2012
Board Development Session 25 April 2012
Board of Directors approval 30 May 2012
Submit to Monitor 31 May 2012
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