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ANZUP ANNUAL REPORT 2020
AT A GLANCE
At a glance
Chairman’s Report
I am privileged to provide this report on behalf of the ANZUP Board outlining ANZUP’s activities, progress against its Strategic Plan, and state of the Company over the last year. ANZUP was set up in recognition of the need to have high quality evidence to support clinicians, scientists, and the wider community, as we work together to improve outcomes for people affected by genitourinary cancers. ANZUP and its broad membership recognise that this is best done by performing high quality clinical trials to address areas of identified clinical need, in response to input from the community it serves, and in partnership with that community. The community is everyone affected by these cancers, as well as those providing health care to them, or devising new ideas to be tested, or making discoveries that will lead new treatment, or undertaking the difficult work of translating these discoveries and ideas into real and tangible benefits. ANZUP’s basic function is to ensure that we build upon progress made to date by ourselves and by others, and that we continue to push the field ahead. The academic and investigator-initiated nature of our clinical trials means that we are not driven by the same imperatives as other parts of the healthcare industry; ANZUP is able to ask and answer the questions that need to be addressed, and can work with multiple partners to do so. These partners frequently include the pharmaceutical industry and other commercial entities, with which we have a strong but independent relationship that has been highly fruitful, as events of the past year have shown. ANZUP also recognises the value of investing for the future. We do this in several ways. Perhaps the most important is our investment in future clinicians, researchers, and advocates. ANZUP has developed over the years several educational initiatives, which have been avidly sought after by clinicians and researchers early in their careers, but have also provided benefits for those who are more established. These initiatives
include the educational components of our Annual Scientific Meeting and associated symposia and other meetings; training, travel, and other fellowships; preceptorship courses, in Australia and overseas; consensus meetings; and “Best of GU” and similar educational events. We have provided opportunities for ANZUP members of all disciplines, and have set up systems to ensure we maintain multidisciplinary input and diversity. We run regular Concept Development Workshops, encouraging researchers of all levels of experience to contribute ideas that can then be further developed in concert with other experienced researchers. We have strong links with external stakeholders: international organisations with similar objectives; coordinating centres such as the University of Sydney NHMRC Clinical Trials Centre, or the Biostatistics and Clinical Trials Centre at University of Melbourne; philanthropy and funding organisations; advocacy groups; and other Australian and New Zealand cooperative cancer clinical trials groups with complementary objectives. These strategies are already bearing fruit, as several ideas have evolved into successful trials, and as we see individuals and groups growing in experience, confidence, skill, and their commitment to achieving ANZUP’s wider vision. This has led to a growing need for more effective communication strategies internally and externally, and thinking about better ways to engage the wider membership. ANZUP’s current Strategic Plan 2018-2020 is soon due to be refreshed. It contains several specific strategic priorities, and I am delighted to be able to report significant progress against all of these, and against the specific objectives outlined in the underlying operational plan. These processes are overseen by our highly-engaged Board, and implemented through our CEO Margaret McJannett and her excellent team. The Board is comprised of directors elected from the ANZUP membership, and directors appointed on the basis of their skills and experience. The Board is highly functional and has an effective governance and risk management structure, including for its financial and other corporate responsibilities. The Board is advised by the Scientific Advisory Committee (SAC) in terms of scientific direction for ANZUP trials and other activities. The Board, the SAC, and all the SAC subcommittees are advised by the Consumer Advisory Panel, ensuring that the needs of people affected by genitourinary cancers are always the priority, and that there are clear conduits for two-way communication with the broader community. This governance structure enables effective running of the Company, and ensures that our strategic objectives can be achieved and surpassed. This requires regular review and reflection, and occasionally reprioritisation, as the clinical and scientific landscapes continue to evolve, and as opportunities and challenges arise.
