Cafcass publishes Strategic Delivery Priorities
Cafcass has published its strategic delivery priorities which will implement the Cafcass Strategic Plan – published in September 2019.
The strategic delivery priorities provide a more detailed view of the work Cafcass is currently prioritising to develop and improve its service for children, their families, and its services to the courts. The priorities all support three key themes:
- Developing better relationships in everything Cafcass does; investing in collaborative relationships: with children and families, colleagues, and partners.
- Further strengthening professional judgement to improve outcomes; creating an environment where Cafcass colleagues can exercise professional judgement and are accountable for the difference made.
- Building on our strengths through the Covid-19 pandemic and beyond.
The delivery priorities were largely developed prior to the arrival of Covid-19 in collaboration with Cafcass colleagues, the Family Justice Young People’s Board, and partners. During the pandemic the priorities have provided strong foundations, helping Cafcass to confront critical issues such as the current delays in the family courts, and the impact that this is having on children, families, and colleagues across the family justice system.
Director of Strategy, Teresa Williams said:
“The delivery priorities have remained relevant despite the pandemic, although we have adjusted some of them to take account of the more challenging environment in which we are all now working.
“We are grateful to everyone who helped us to develop these delivery priorities. Particularly to the Family Justice Young People’s Board, the contributions of several board members has helped to keep children at the heart of all our priorities and improvement work.
“Despite the pandemic, we delivered a significant improvement programme in our first year and will be reporting on these more fully in our forthcoming annual report. We are particularly proud of the development of our new practice framework; our communication and leadership through the pandemic; the introduction of our new case management system; and our work with partners to develop the Family Forum, review our domestic abuse practice, and to shape reform of public and private law.
“We’re looking forward to getting started on year two of the strategic delivery plan and will share more information about the development of our priority projects throughout the year.”