Physical and Public Health Strategy 2025 - 2028
Strategic ambition 1 – Quality Care, Every Day
We want to deliver expert, compassionate, person-led care in every team, every day.
- To continue to develop and embed a positive and safe culture.
- To improve physical health care.
- To reduce levels of restrictive practice and violence and aggression.
- To reduce levels of self-harm.
- To improve the care of people with a severe and enduring mental illness.
- Develop a consistent and evidence based approach to risk assessment and safety planning across all services.
- Ensure safe and coordinated transitions between services.
- Improve the early recognition and response to deteriorating patients.
- Manage and reduce the risk of severe clozapine-induced constipation.
- Continue to improve sexual safety by reducing incidents and strengthening prevention and response.
- Promote care planning that is person centred, co-produced, and informed by the multidisciplinary team.
- Strengthen communication with families and carers, ensuring they are actively involved in care decisions and when a patient deteriorates.
- Improve handovers of care across inpatient services.
- Improve therapeutic engagement and observation across inpatient services.
- Manage and reduce the risk of cardiorespiratory arrest caused by sedative medication.
- Support staff wellbeing through increased access to resources, compassionate leadership, and healthy workplace culture.
Strategic ambition 2 – Person Led care, When and Where it is Needed
In 2023, CNTW launched our strategy, ‘With You in Mind.’ When we were developing our strategy, it became clear from what people told us that systems and processes were often getting in the way of delivering high-quality care. Our health and care systems have become disjointed, and stretched to their limit as demand grows.
‘With You in Mind’ sets out our five strategic ambitions to deliver safe, high-quality care every day and to improve our inpatient and community services.
Our Model of Care is the framework for how we will achieve these ambitions. It focuses on providing care that breaks down traditional barriers between services and puts people at the centre of their care. It will shape how we develop our clinical services and pathways over the next 3-5 years.
Our Model of Care also aligns closely with the goals of the Government’s 10-Year Health Plan for England, the Community mental health framework.
Person led care, when and where it is needed.
We will work with partners and communities to support the changing needs of people over their whole lives. We know that we need to make big, radical changes. We want to transfer power from organisations to individuals.
Aims
- Focussing on prevention and improving the front door.
- Improving services for people receiving treatment in the community.
- Improving serviced for people in the community with severe mental health needs and other complex need.
- Improving Services for people in the community with urgent needs.
- Improving services for people who require additional treatment within Inpatient setting.
Priorities
- Successfully deliver and sustain the Hope Haven 24/7 Neighbourhood Health Centre as part of the government flagship Neighbourhood Health approach.
- Delivery of partnership hub working across all other areas and embedding of Neighbourhood Health working.
- Implementation of a new Psychosis Review and Community Clozapine Initiation Service (PRECCIS).
- Develop Intensive Case Management to improve care for individuals with Severe Mental Illness.
- Increase the numbers of patients accessing depot medication for SMI.
- Reconfigure Inpatient services to optimise the estate to have the maximum impact of the quality and safety of patient care.
- Develop, agree and progress the implementation of a new model of care for the Mitford Unity Autism Spectrum Disorder Inpatient Unit.
- Reconfiguration of inpatient provision in West Cumbria.
- Review of Learning Disability inpatient provision and reconfiguration.
- Collaborate with TEWV, Primary Care, VCSE, and other partners to design a significantly different pathway for ADHD and Autism Spectrum Disorder needs.
- Redesign and improve the pathway for specialist children and young people’s eating disorder service.
- Reduce waiting times for assessment and access to treatment.
- Developing a strong interface between Crisis, Community, and Inpatient services to effectively meet patients' needs during a crisis, including admission pathway for UEC (community and emergency departments)
- Improve UEC interface and alternatives for crisis support and intervention.
- Management of frequent attenders.
- Proactive support for patients who require effective discharge from inpatient care.
Strategic ambition 3 – A Great Place to Work
Following the publication of the NHS 10-year plan and the forthcoming national NHS People Plan, we currently developing our Trust People Strategy. Further information will be available in due course.
We will make sure that our workforce has the right values, skills, diversity and experience to meet the changing needs of our service users and carers.
- Culture and leadership development.
- Development of Workforce Plan.
- Support the health and wellbeing of staff by providing early intervention support/reduce sickness absence.
- Roll out Leadership Programme (3 modules) and Clinical Support Worker Development Programme.
- Map the current and future clinical support workforce requirements in line with organisational change, immigration policy changes.
- 1% sickness absence reduction across all operational and corporate areas.
- Ensure that the legal framework is followed in all staff consultations and that appropriate support is put in place for staff as required.
- Raise awareness across the Trust of the Sexual Safety Legislation and individual and collective responsibilities therein.
Strategic Ambition 4 - Sustainable for the Long Term, Innovating Every Day
We will be a sustainable, high performing organisation, use our resources well and be digitally enabled.
- To meet the Trust's statutory and mandated targets.
- Deliver the analogue to digital shift.
- Embed research into serviced and practice across the Trust.
- Trust aims to reduce carbon emissions to 'net zero' by 2040.
- Deliver the Trust annual plan for 2025/26 as part of the North-East & North Cumbria ICB's financial plan to deliver financial break-even.
- Recognise and address the underlying financial pressure across services within the Trust and support the NHS development of Medium-Term Planning.
- Develop our digital strategy to support the model of care.
- Green plan.
- Roll out paperless working in the last two remaining clinical services areas (Therapeutic Observations in Inpatients and Electronic prescriptions in the Community).
- Ensure CNTW is a leader and an influencer in local and national research networks and partnerships.
Strategic Ambition 5 – Working With, and For Our Communities
We will create trusted, long-term partnerships that work together to help people and communities.
- Act as a system enabler and influencer.
- Drive action to reduce health inequalities.
- Develop an effective partnership between TEWV and CNTW and support the Provider Collaborative to be successful.
- Support the Neighbourhood Health Models by engaging with partners to develop new and cohesive ways of working.
- Engage with and support the 10-year plan, transforming how services are commissioned for patients.
- Roll out the Patient and Carer Race Equality Framework (PCREF) across all marginalised groups.