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We will focus on safe, compassionate and effective care for every patient.

We will continue to listen carefully and learn from feedback from patients, families and colleagues, including when we don’t get things right.

We will work with our communities and patient groups to ensure we meet their healthcare needs as effectively as possible.

We are committed to consistently high standards, and will use data to examine variation and tackle it where it is not warranted.

We will:

• Build on our culture of safety and learning;
• Strengthen our safety processes and clinical governance;
• Use digital, data and patient feedback to enhance safety.

We will deliver more for patients within our available resources.

We will cut waiting times, improve efficiency and maximise value for money.

We will provide our teams with data and digital tools that support this. This will allow colleagues to focus on what matters most to local and regional patients, now and in the future.

We will:

• Ensure our planning and processes enable more productive ways of working;
• Support our team leaders to focus on what matters, deliver meaningful change and adopt and scale the innovation that improves care for patients;

Invest in data and digital solutions that drive efficiencies and reduce waste.

Our current and future success is determined by the ability of our people and teams to be, consistently, the best they can be. This is only possible when we create an environment in which expectations of everyone are clear, we give and seek out feedback, and we recognise contribution.

We will continue to support individuals to develop at all stages of their careers including investing in building and developing our digital capabilities.

We will further develop new roles and ways of working to improve our efficiency.

We will also seek to standardise and simplify our processes, and evolve our operating model, so that our people can consistently do the right thing.

We will:

• Align our processes and recognition in support of performance and contribution;
• Ensure we have the skills, capability and environment to deliver modern healthcare;
• Foster and embed an inclusive high-performance culture that is consistent with our Trust values.

We will work with partners to build clinical care teams that can prevent ill health and support people to stay well in their local neighbourhoods, delivering on the ambitions set out in the 10 Year Health Plan for England.

We will develop new pathways, alongside community colleagues and patients, which enable our population to access diagnostics and receive specialist input without needing to come to hospital.

We will also develop new community-based models, where appropriate, for urgent and emergency care, and progress our plans for a new emergency hospital.

We will:

• Work in partnership to build and embed integrated neighbourhood teams and health centres that support people to stay well in their communities;
• Provide more accessible urgent care, closer to home;
• Design and implement impactful interventions within a neighbourhood setting, working with people in any organisation who share our values and ambition to improve care.

Patients should be able to access effective and efficient care in a way that works for them and, increasingly, technology is making this possible.

We will digitise access to outpatient services, roll out online booking, and create a digital front door for urgent and emergency care.

Technology, digital and AI offer new possibilities that support proactive, personalised care through predictive analytics, risk stratification and clinical decision support.

Wearables, continuous remote monitoring and digital advice will reduce unnecessary stays in hospital. We will continue to maximise the potential of these new approaches over the next five years.

We will:

• Increasingly use data, digital and AI to personalise care and make the most effective use of clinicians’ and patients’ time;
• Make it easier for everyone to access our services in a way that works for them, including via the ÎÚÑ»´«Ã½ App;
• Expand virtual care with the aim of increasingly providing support at home.

We will put research, new treatments and improved pathways of care in to practice through new hospitals, reshaping care for people across the East of England.

For people with cancer, we will deliver a major shift from late to early-stage diagnosis, and make precision medicine part of everyday care, improving survival rates and reducing ineffective treatment.

For children, we will be a national exemplar in prevention and treatment that integrates physical and mental health for the whole child.

Alongside modern estate, we will also invest in digital and data infrastructure, so our systems are secure and connected.

We will:

• Deliver the Cambridge Cancer Research Hospital;
• Deliver the Cambridge ChildrenÎÚÑ»´«Ã½ Hospital;
• Develop our digital systems and data infrastructure.

We will strengthen our research infrastructure so that the Cambridge Biomedical Campus can be a place where care, research and industry collaborate for the maximum benefit of patients.

We will enable and facilitate research collaborations that maximise patient benefit. We will do more clinical trials, and set them up more quickly.

We will continue to strengthen how we use and share data and build connected data sets. We will make advanced genomics more accessible, using automation and decision-support software to lower costs, expand testing and pioneer newborn genome sequencing.

By strengthening our commercial capabilities, we will also create an environment where reinvestment accelerates research into practice and equips teams with the most up-to-date tools for patient care.

We will:

• Build a transparent, streamlined research infrastructure that makes it faster and easier to undertake research and innovation;
• Strengthen our data and digital capabilities for research, including the expansion of the Secure Data Environment;
• Develop the East Genomics Medicine Service, enabling greater impact and better access for patients and clinicians across the East of England.

We will increase patient participation in research and expand access to clinical trials. Currently less than 5% of CUH patients participate in research; we will grow that number annually by making opportunities for involvement clearer, extending research and innovation beyond the hospital, and making consent processes easier.

We will actively work to improve research participation for under-represented groups.

We will also seek to increase the number of colleagues contributing to research at CUH from all professional groups.

We will:

• Widen patient participation in research by making the processes simpler and easier to navigate;
• Embed research opportunities in care pathways and use patient-facing digital tools such as MyChart to show recruiting studies based on clinical history and eligibility;
• Support more colleagues to be involved in research and its translation into clinical practice.

We will focus our research and innovation to accelerate improvements in health outcomes where the population need is greatest.

This will be supported by a clearer and more consistent approach to intellectual property, commercial research and innovation support for staff.

This will be combined with streamlined processes that enable faster industry collaboration and increased clinical trial delivery.

Where there is opportunity to generate commercial income from this, it will be reinvested for patient benefit.

We will:

• Turn cutting-edge research into benefits for patients, starting with cancer, childrenÎÚÑ»´«Ã½ health, and metabolic disease;
• Accelerate collaboration with industry to make the most of our commercial research opportunities for patient benefit;

Support entrepreneurial colleagues to engage in commercial research and innovation.