Influencing the Future - Strategic Plan 2023-2026

influencing the future

we are beatson cancer charity

Throughout the lifecycle of this plan, we will challenge ourselves to do more. Working as a team, we will strive to get the best out of people and ensure that everyone is pulling in the same direction. This relies on strong and consistent leadership, setting expectations and developing a collaborative culture. We will adopt a clear understanding of our strategic direction and clarify the role each of us play to realise our ambition.

Over the next three years, we will set out a direction of travel that everyone understands, we will fulfil our objectives and challenge ourselves to deliver more for the benefit of individuals and their families affected by cancer.

Beatson Cancer Charity supports people affected by cancer. We try to make their journey easier by working in partnership with The Beatson West of Scotland Cancer Centre and other NHS healthcare settings to deliver additional and complementary supports to enhance treatment and care. We provide services and funding aimed at maximising opportunities to enable patients and their families to be supported with dignity, respect and compassion.

Our independence as a charity provides us with an opportunity to help develop and enhance the range of services offered for people with cancer before, during and after treatment. We align ourselves with the Scottish Government’s strategy for cancer care in Scotland and aim to add value to the range of services offered at The Beatson and the communities it serves.

We are widely recognised, respected and have strong connections with our supporters and stakeholders. Clinical and research professionals also recognise us for our ongoing commitment to providing more effective cancer services and supporting cutting edge research and education.

Generosity from public and corporate supporters allows Beatson Cancer Charity to deliver an innovative and patient-focused approach and to have a positive impact on the lives of those affected. Our work would not be possible without this support.

This Strategic Plan, sets out our priorities over the next three years, until 2026.

Martin Cawley CEO, Beatson Cancer Charity

our mission

Beatson Cancer Charity supports people affected by cancer, every step of the way from the hospital ward right to the heart of the communities we serve. We provide a range of services, as well as fund specialist posts, research and education programmes to invest in a better future for cancer patients and their families.

We collectively achieve this by providing patient-facing services, funding a variety of specialist posts and delivering enhancements to services, facilities and equipment.

We inspire innovation, working with everyone to make a difference to cancer treatment for patients.

Beatson Cancer Charity

our values

The

we are, always...

person-centred

We put people at the heart of everything, adopting a tailored approach to support the people who use our services.

authentic, honest & transparent

We are accountable in everything we do, conducting ourselves with the utmost integrity, treating people with respect by building trusting relationships.

person-centred

our core values

compassionate & caring collaborative

compassionate & caring

We treat everyone with dignity and care, respecting their individuality and inspiring hope.

inspirational & innovative

We use our creativity to devise new and innovative ways of working for the benefit of our patients, supporters and families.

collaborative

We work closely with clinical, academic and cancer care partners to add value to the patient pathway and lived experience.

committed to excellence

We are professional and seek to continuously improve, show leadership within our field and act as a catalyst for positive change at local and national level.

At the heart of the charity is a passion and commitment to people. Through this we can instigate and invest in resourcing cancer research, management, care and treatment.

inspirational

We value everyone’s contribution, ensuring patients, staff, volunteers and supporters have a shared vision of what we represent. Our values describe how we act towards each other, building a workforce where people feel inspired, productive and valued.

guiding principles which underpin everything we do, include being:

authentic, honest & transparent

& innovative

committed to excellence

the things we do

We

always look forward, while celebrating our past

We provide high quality support to people and their families. This includes a range of wellbeing support and specialist services such as complementary therapies, group work programmes and outreach services including bereavement support. We also offer specialist health and work support as well as a range of additional activities aimed at improving people’s experience of cancer care.

We provide funding for various individuals and institutions involved in the diagnosis and treatment of cancer, including within the NHS. We fund specialist staff, innovative service developments, enhancements to medical equipment, ground-breaking research and increased staff development opportunities.

Without the amazing kindness and generosity of our supporters none of this would be possible. We aspire to be the people’s charity in the west of Scotland, and be influenced by the experience of so many families directly or indirectly affected by affected by cancer and touched by The Beatson.

The patient-facing services we provide are of an extremely high quality.

The Wellbeing Centre provides support in seven satellite units.

Volunteer activity is pivotal and adds so much value to the services we deliver.

The Beatson Café is one of our flagship initiatives. It is much loved and at the heart of the hospital community.

Our grants programme enables us to fund a diverse range of exciting initiatives.

One thing unites us all. We all want to improve cancer care. We are about real people and real lives. Patients, families, friends, colleagues, staff, volunteers, doctors, nurses, radiographers, physicists, managers, support staff and many more...

we are team beatson.

Our social enterprise trading company is expanding and all profits raised are donated back to the charity.

context

cancer in scotland

Around 35,000 people in Scotland are diagnosed with cancer each year and it is estimated that one in two people will develop cancer at some point in their lives.

Survival rates are improving and people are living longer with cancer during and after treatment. There are emerging possibilities and opportunities to improve cancer survival rates through careful investments in developing clinical excellence, nurturing emerging practice and advancing research.

As a result, demand for services at The Beatson will continue to grow. The charity plays a vital role in helping to deliver the hospital’s priorities. We do this primarily through investing in three main themes, namely; Practical Care and Support, Clinical Excellence and Research & Innovation.

The increasing demands on public services, including the NHS, place greater need for the charity’s support. We are very proud of the role we play and contribution we make. We are confident when articulating this to colleagues and stakeholders from across the sector, the communities we serve and those who support us.

cancer care at the beatson

The Beatson is an internationally renowned cancer centre. It is one of the busiest centres in the UK in terms of clinical activity and patient numbers.

It is also the second largest cancer centre in the UK delivering all radiotherapy and much of the chemotherapy to the population of the west of Scotland. It has a catchment area of 2.5 million people*, which is almost 50% of Scotland’s population. Each year, NHS Greater Glasgow and Clyde sees more than 8,000 new patients, many of whom will be treated at The Beatson. It delivers more than 25,000 courses of chemotherapy and 6,500 courses of radiotherapy. The Beatson is staffed by some 950 highly skilled and dedicated healthcare professionals across a range of disciplines.

Equipped to an extremely high standard, it has 146 inpatient beds, 48 chemotherapy stations and 13 linear accelerators for delivering radiotherapy. The centre provides patients and staff with the most cutting-edge equipment and treatments for cancer care.

The Beatson is a key partner with the CRUK Beatson Institute, NHS Greater Glasgow and Clyde and the Universities of Glasgow and Strathclyde. It also works closely with a wide range of third sector organisations.

All partners aim to work in a cohesive way to integrate Glasgow’s considerable strengths in cancer research which stretch from human biology all the way through to clinical care.

Beatson Cancer Charity supports the vision of Glasgow being an internationally renowned cancer centre attracting the highest calibre of professional staff and developing groundbreaking, novel and pioneering techniques that will change the face of cancer treatment on a local, national and international scale.

We share the pursuit of this goal through a partnership working approach.

*Source: www.beatson.scot.nhs.uk

the difference we want to make

every step.

All our efforts are focussed on supporting people with and beyond cancer. In order to achieve this we recognise that we need to make a positive contribution at every level.

To meet the increasing demand and maximise our impact we need to continue to seek ways to grow and diversify our income streams and sustain this over time.

We will build capacity through fundraising that aims to deliver the needs of the hospital. Over the next three years, the charity will work in partnership with The Beatson to deliver against a strategy that aims to raise in excess of £20 million.

As a result, we see:

• A year-on-year increase in our fundraising income.

• An increase of our donor base and number of people who donate through individual giving initiatives.

• A rolling programme of major projects delivered through philanthropic activity.

• An increase in the number of people we support in the Wellbeing Centre, satellite units and in our support and Specialist Health and Work Services.

• Increased evidence and communicate the positive outcomes achieved from the grants we provide and projects we fund.

over-arching goal

People live well, with and beyond cancer

long-term impact

• Increase cancer survival rates and improved quality of life.

• Patients receive the best possible treatment and care.

the difference being made now our delivery

• Optimal wellbeing for each person through every stage of their cancer journey.

• Maximise tumour and symptom control through access to improved technology and research novel treatments

• Minimise the side-effects of the condition and treatment

• Build people’s resilience to self-manage the social, psychological and economic impact of cancer.

• Patient Wellbeing

• Practical Care & Comfort

• Clinical Excellence

• Transformational Technology

• Life-saving research

We will continue to demonstrate how charitable support will improve cancer care and outcomes for patients & families at

our role in the cancer pathway

Our impact at every stage is crucial in helping make a difference. We fulfil this by delivery of services and funding initiatives to support people wherever they are on the cancer care pathway.

life pre-diagnosis and diagnosis

disease presentation

life before cancer disease prevention

initial treatment

For examples of services we deliver or fund please visit beatsoncancercharity.org and look at our Annual Review

living with the condition

initial treatment experiences maintenance recovery

first treatment decisions treatment troubleshooting

relapse or

progression

the future

end of life

care and bereavement

our strategic plan until 2026

Beatson Cancer Charity will work in close partnership with The Beaston West of Scotland Cancer Centre.

We will raise funds to support the work of The Beatson. Each year we will agree a list of priority projects which the charity can support.

We will also play a pivotal role in coordinating the efforts of those involved in cancer care in the west of Scotland. From pre-clinical research to direct patient benefit, the overall aim is to align the strategic direction of travel.

At every stage we will aim to demonstrate how charitable support will improve cancer care and outcomes for all patients.

This is our commitment.

Over the next three years, we will focus on:

3 priorities

• clinical excellence

• practical care & support

• research and innovation

Strengthen our position as a leading charity in Scotland, contributing to the advancement of cancer care through advocacy, leadership and impact.

strengthen position strengthening our foundations

Improve and advance our infrastructure, processes and systems to increase impact and evidence performance.

service delivery building reputation and profile

Enhance the quality and range of services we deliver in line with local and national priorities and emerging need.

Be recognised and respected as a high-quality organisation and an employer of choice.

income generation innovate and inspire

Realise or fundraising potential and further diversify income generation opportunities.

Align funding priorities with clinical and academic partners to identify opportunities for investment in research and clinical excellence.

strengthen our position

specifically we will:

• Be recognised as a leader in the field by increasing our influence, promoting and maximising the impact of our services, funded posts and contribution to innovative research.

• Cultivate a leadership role for the charity in advancing cancer care and treatment and share best practice.

• Play an active role on local and national cancer bodies and represent the views of patients and families.

• Increase brand awareness and recognition by devising a communications strategy to strengthen relationships with stakeholders and supporters to extend our reach.

• Benchmark our strategic intent with other comparable organisations to maintain our progressive outlook and learn from our competitors.

• Be an integral strategic partner of The Beatson West of Scotland Cancer Centre by adding to the margin of excellence within cancer care.

• Increase networking opportunities across all activity areas to continue to grow our supporter base.

• Become a beacon of good practice, sharing our expertise and passion.

• Have mobilised new connections.

• Have invested over £20 million in service activity and enhancements.

• Act as a key partner in the Scottish Cancer Coalition, the cross-party working group on cancer and other national cancer care networks.

we will:

1. Contribute to the advancement of cancer care through advocacy, leadership and impact, strengthening our position as a leading charity in Scotland.

impact through service delivery

we will: specifically we will:

• Develop and evolve services in response to emerging need by increasing our range of interventions throughout the patient pathway.

• Be informed by the lived experience of people and their families and ensure that all services are underpinned by person-centred values.

Integrate specialist therapies to enhance an individualised approach to cancer care and treatment.

Strengthen and develop the relationship with those we fund, promoting their role in providing clinical excellence across all areas of activity.

Continue to enhance the role and impact of volunteer led services, expanding volunteer opportunities where possible.

• Invest in a range of relevant research projects aimed at improving cancer care and treatment.

• Deliver a range of group-work programmes designed to improve people’s resilience and coping strategies.

• Develop a portfolio of outreach, wellbeing and volunteering services meeting patient’s needs.

• Provide a bereavement support service and group-work programme.

2. Enhance the quality and range of services we deliver in line with local and national priorities and emerging need.

income generation

specifically we will:

• Identify and diversify partnership opportunities and fundraising initiatives on a local and national basis.

• Innovate and enhance the customer experience within the Beatson café, increasing footfall and maximising sales.

• Explore opportunities to grow income across all fundraising streams, including via the wider Scottish diaspora.

Incorporate digital elements into all fundraising activities to increase supporter numbers and maximise income.

Enhance the culture of philanthropy within The Beatson by funding service developments and increasing awareness.

Develop sustainable income from legacies by designing and implementing a legacy strategy.

Build loyal and trusting relationships with stakeholders.

Use data insights to inform practice.

• Explore opportunities to expand all trading activities and create inspiring new product lines themed around the charity’s values.

• Establish a strong network of loyal donors through fundraising and philanthropy activity.

• Share the impact of our work with donors and recognise the positive contribution this makes to people’s lives.

we will:

3. Realise our fundraising potential and further diversify income generation opportunities.

strengthening our foundations building reputation & profile

we will: we will:

5. Be recognised and respected as a high-quality organisation and an employer of choice.

specifically we will: specifically we will:

• Evolve our infrastructure, processes and systems to improve efficiency and integrity and support growth.

• Generate management information to provide evidence of organisational performance and impact.

• Maintain robust and contemporary governance processes to ensure best practice and effective leadership.

• Implement bespoke evaluation frameworks to measure and monitor effectiveness of services and initiatives.

• Minimise our negative impact on the environment within our operational context.

• Improve stakeholder engagement by maintaining an organisation-wide policy framework which reflects best practice in all areas.

• Provide ongoing learning support and improvement.

• Maintain a robust quality assurance framework across all services to inform practice and evidence impact.

• Offer staff an appropriate range of professional development opportunities to enhance knowledge and skills.

• Improve equality, diversity and inclusion.

• Promote staff health and wellbeing by increasing awareness and uptake of employee support initiatives.

• Build a collegiate and diverse culture through positive communication and engagement with staff including collaborative planning and working.

• Develop a shared understanding of the vision, values and strategic objectives of the organisation and how individual roles contribute to this.

• Enhance the volunteer experience across the organisation and support the ongoing development of volunteers.

• Ensure staff, volunteers and supporters feel valued and proud to be part of Team Beatson and celebrate their achievements and contributions.

4. Improve and enhance our infrastructure, processes and systems to increase impact and evidence performance.

innovate & inspire

specifically we will:

• Consult with senior academics and clinicians to ensure that grant programmes and charitable giving is aligned with patient need and research priorities.

• Invest in the most promising research, therapies and technologies to facilitate the pace of discovery and leverage impact.

• Identify and fund a range of highervalue and aspirational projects to protect The Beatson’s reputation as a centre of excellence.

• Maintain a robust peer-review process to inform decision-making and optimise charitable giving.

• Award grants that support the development of early career researchers and future leaders.

• Support access to novel and emerging treatment options by funding clinical trials infrastructure and translational research.

• Contribute to the process of change by aligning the ambitions of clinicians and academics within the west of Scotland for the advancement of cancer care.

• Review annual grants strategy to broaden the charity’s reach.

• Invest in research initiatives including support with clinical trials.

we will:

6. Align funding priorities with clinical and academic partners to identify opportunities for investment in research and clinical excellence.

being responsive

Key macro-factors to be considered shall be:

• Responding to the challenges created by the legacy of Covid-19 pandemic.

• The pressures associated with the Cost-of-living crisis.

• Changing demographics in Scotland with an increasing population of people with cancer requiring treatment and care.

• Awareness of political landscape and impact on Scotland.

• The focus on precision medicine and person-centred care.

• The integration of health and social care.

• An extremely competitive fundraising environment.

• Increased efficiency, economy and effectiveness, with focus on fiscal prudence and value for money.

• A competitive recruitment market.

• Increased flexibility in service models.

• Additional outsourcing of statutory services, including within health and social care.

our priorities

indicators

Promote our services to people who use The Beatson and its satellite units.

An increased number of patient referrals.

Raise awareness of our grants application process amongst those who could apply.

Raise awareness of our organisation amongst the public and be regarded as the charity of choice for patients and their families.

Develop relationships and collaborate with others to achieve our outcomes.

Develop a positive relationship with the NHS and its staff. Raise money to fund all our activities.

Have a well governed, sustainable organisation with effective systems and processes.

Evaluate our performance against agreed annual outcomes.

Grow number of applications received and awards made.

Establish a series of local and national targeted campaigns and celebrate the impact and success of our work.

Align activity and investment with other agencies to ensure a shared vision for cancer care in Scotland.

Mobilise a team of staff and volunteers who champion and raise the profile of the work of the charity.

Exceed annual fundraising targets. Deliver high quality services within a robust organisational framework.

Have an evolving suite of key performance indicators shaped by success.

The health and social care environment within scotland is ever changing and we need to be responsive.

the actions we will take to deliver the difference