The Cambridgeshire and Peterborough NHS Trust (CPFT) has initiated significant reforms following a pivotal “requires improvement” rating from the Care Quality Commission (CQC), prompting its leadership to undertake a rigorous internal review and implement substantial changes aimed at elevating its standards of care and operational efficacy.
This critical assessment, stemming from a comprehensive well-led inspection conducted by the CQC in February, underscored various areas necessitating urgent attention within the Trust. CPFT is a vital public health entity, responsible for a broad spectrum of community-based NHS services, encompassing both physical and mental health provisions, alongside specialized care.
The CQC’s official report acknowledged the challenging backdrop against which its inspection unfolded, specifically noting a period of “ongoing instability for executive leadership” within the Trust. It meticulously outlined several key domains where CPFT was expected to demonstrate marked improvement to meet regulatory benchmarks.
A particularly concerning finding within the report highlighted ongoing issues where staff continued to voice apprehensions regarding racial and disability discrimination in the workplace. The CQC explicitly stated that considerable effort was still required to ensure “meaningful changes take place” to thoroughly address and eradicate these systemic issues, emphasizing the imperative for a truly inclusive environment.
Despite the critical findings, the CQC report also commendably recognized several positive developments. Notably, the new chief executive was “well received” by staff, who expressed feeling empowered to raise concerns due to his perceived “open” approach. This fresh leadership demonstrated a proactive stance, taking “immediate actions” when necessary, which signaled “some signs of a renewed sense of direction” for the organization.
During a recent board of directors’ meeting on July 30, Steve Grange, CPFT’s chief executive officer, addressed the CQC report, characterizing it as a reflection of “a moment in time.” He underscored the Trust’s proactive stance, revealing that internal improvements had been identified and initiated even prior to the inspection, expressing satisfaction that some of these pre-emptive changes were acknowledged and accepted by the CQC.
Mr. Grange openly acknowledged the staff feedback referenced in the CQC report, admitting it was “difficult to read” but concurrently affirming its veracity as a “true reflection of where the organisation has been.” This candid admission signals a commitment to transparency and an understanding of past challenges that have influenced the Trust’s operational landscape.
In a forward-looking statement, Mr. Grange asserted that “The CQC report is a reflection of where the organisation has come from, but does not determine where the organisation is going,” signaling a strategic shift towards future growth and excellence. He also proudly highlighted recent organizational successes that underscore CPFT’s dedication to high standards of care and community engagement.
Among CPFT’s notable achievements, Mr. Grange cited the distinction of being the first NHS Trust nationally to secure a Gold Award from the Kinship Care Support Quality Standard. This prestigious recognition, he emphasized, stands as a testament to CPFT’s “exceptional commitment to supporting colleagues who are kinship carers,” showcasing its dedication not only to patient care but also to the welfare and support of its own workforce.
