Breakthrough Cancer Research (Breakthrough) is an Irish medical research charity focused on cancer. We work to significantly impact the number of children and adults who can survive the disease. We invest in world-class research to impact the quality of life for people with cancer and save lives. We are particularly focused on improving outcomes for those cancers, often called poor prognosis or low survival cancers, which are poorly served by current treatment options.
We are thrilled to present ‘Our Breakthrough Cancer Research Strategy 2023 –2026’ which builds on immense success to date and sets out an ambitious goal to greatly expand our impact for people with cancer and builds on our recently launched research strategy – ‘Making More Survivors’.
Breakthrough has just recently celebrated the 10 year anniversary of our launch but our history extends back to the mid-nineties when our founder, the late Professor Gerry O’Sullivan, set up the first Irish clinically-linked cancer research laboratory, joining Cork hospitals and academic institutions. That structure and collective approach was focused exclusively on improving the survival of patients, through research, where the available treatments were not sufficient. Our collaborative vision has expanded in more recent times, both in geography and scope, and to rightly also bring in the voice and experience of people diagnosed with cancer at all stages of the research process. All of these stakeholders groups and more have been involved in the development of this strategy.
Looking at our history and approach to date, we are most proud of the impact we have been able to deliver for people diagnosed with cancer and the structure and models we have used to achieve that. As we move to this next phase, we will preserve the best of what we have put in place to deliver that impact, while driving a bold vision from which we can create even better outcomes for those diagnosed with cancer in the future.
When consulting with stakeholders we were pleased to find our existing strategic direction and approach were strongly commended. Stakeholders felt we were already going in the right direction “because of the focus on cancers with poor prognosis and funding of a holistic approach to research (prevention, diagnosis, therapy, and survivorship)”.
Our “dogged approach to research” and “amazing ethos and dedication to what they do and the benefits it provides to cancer patients”, were also praised. Thankfully, over the last decade we have retained a clear vision and ethos through a time of significant expansion and change, including the death of our founder, and that has been due to the commitment, dedication and focus of the organisation and team, and the steadfast support of the generous public.
“Dogged approach to research”
“Amazing ethos and dedication to what they do and the benefits it provides to cancer patients”
Former Board Member
Regular Supporter
This strategy builds on immense success already delivered, to shape a plan which will expand on our already ambitious approach, but enable greater impact for people diagnosed with low survival cancers. This strategy aims to deliver greater improvements in survival over the short, medium and longer term.
In the next four years, Breakthrough Cancer Research will lead research discovery and innovation on this island for the benefit of low survival cancers; investing €3.25M annually.
To achieve this goal Breakthrough will focus on six strategic objectives. The first of which is The Work, and for us that is solely Research. This builds on and incorporates our recently developed research strategy. In addition, as an organisation which is funded exclusively through public generosity, our bold research agenda will be enabled through strategic objectives focused on, Fundraising, Brand and Communications, Demonstrating Impact, Resourcing and Culture.
In terms of our research work we are narrowing our focus to channel greater investment into seven specific low survival cancers which are responsible for nearly half of all cancer deaths in Ireland annually. If research has delivered huge improvements in treatment and survival for some cancers like Breast, Prostate and Testicular cancers, we are embracing our role and leadership in targeting greater research investment to those cancers which have not yet seen that improvement. Our research investment will be primarily directed to Brain, Oesophageal, Lung, Stomach, Liver, Pancreatic and Ovarian cancers. New strategic grant programmes will create impetus and harness the research towards improved survival. We will also raise the profile of these cancers nationally to leverage more investment where the impact is needed most.
To drive an expanded research portfolio we will need to dramatically increase the funds available for research and this will come from key fundraising areas and greater public awareness of Breakthrough Cancer Research; what we do and the impact we are having. We want to inspire more people to join us in our mission by appreciating how research can deliver for them. Finding ways to demonstrate the impact of research investment can be challenging when improvements cannot be delivered in weeks and months but rather years and we intend to also bridge the gap between what our supporters value and understand about research and the often technical scientific language of exploration - to strengthen and tighten this vital relationship.
Finally, a decade of discovery and delivery for people with cancer has been achieved on the back of the incredible people who make up the Breakthrough team – each and every one mavericks in their own right but on a mission – a mission to make more survivors of cancer through research. As we intend to expand that team significantly over the course of this strategy we are specifically calling out and focusing on the best way to resource our organisation while preserving our unrivalled culture. We will not succeed without that.
It is a tremendously exciting time for us as an organisation. We have already made a difference to people with low survival cancers. Our approach and focus has already delivered but we have more to do. This new strategy reflects our ambitious vision to strive for 100% survival for 100% of cancers. We will do that through leveraging the support of people to join us in investing in cutting edge patient-focused translational research at every point of the cancer journey. Our founder instilled in all of us the idea that the future is not set but rather it is there to be invented and moulded to how we would like to see it. Research can find better ways to prevent, detect and treat cancer, so everyone can survive a cancer diagnosis. We embrace our role in creating that future and this strategy will shape it.
A Steering Team, comprising the management team of Breakthrough Cancer Research, was guided through the strategy development process by an external consultant, Mary Carroll from Growth Potential. Progress was reviewed periodically with a nominated Board member.
The Vision, Mission and Values of Breakthrough Cancer Research were defined.
Multiple stakeholders were consulted, to inform the direction and priorities for the next four years. The consultation included facilitated sessions with the Board, Patient and Public Involvement representatives (PPI) and research leaders; surveys of staff and supporters; and 1-1 interviews with key external stakeholders. We are very grateful to all stakeholders for their time and input.
The Steering Team then analysed the context within which Breakthrough Cancer Research operates and the organisation itself, and identified possible challenges to be addressed, opportunities to be pursued and areas of focus for the next four years.
Having reviewed all stakeholder consultation outputs, including challenges to be addressed and opportunities to be pursued, as well as analysing the context within which Breakthrough Cancer Research operates and the organisation itself, the Steering Team agreed on six key areas of focus for the period of the strategy. A strategic objective was agreed for each of these areas.
Actions and metrics to demonstrate how these strategic objectives will be measured and delivered were agreed. These specific Strategic Objectives and top-level actions are key, so that progress can be measured with certainty and people are clear as to how progress is to be made.
Interim and final reviews by both the Steering Team and Board completed the strategy development process.
We have tremendous compassion and empathy for people who are impacted by cancer, and we never forget they inspire the work we do.
We are at the cutting edge, unstoppable. We will never settle in our pursuit of new discoveries to deliver a better future for people with cancer.
We are passionate, pioneering, agile and take action. We are unshakeable in our belief that we will make a difference.
We only invest in the best. We do what is right and deliver what we promise.
ONE TEAM
One team uniting patients, researchers, clinicians and supporters; driven to make more survivors.
Lead research discovery and innovation in Ireland for the benefit of people with low survival cancers:
€3.25M ANNUALLY
The following are the strategic objectives, the achievement of which will deliver on the mission of Breakthrough Cancer Research for the period 2023-2026. The metrics are designed to be clear and measurable indicators of successful achievement of the strategic objectives. The actions outline at a high level how these strategic objectives will be met.
To be the leading charity funder of novel exceptional research addressing the unmet needs of people with cancer with the lowest survival rates.
To live our values as a team
STRATEGIC OBJECTIVES, METRICS & ACTIONS
To generate the income required to drive our ambitious research objectives.
To inspire more people to join our mission to make more survivors of the lowest survival cancers.
To build an ambitious, dedicated team to achieve our goals, while achieving worklife balance.
To communicate effectively what we do and why, and the impact of our funded research.
To be the leading charity funder of novel exceptional research addressing the unmet needs of people with cancer with the lowest survival rates.
Ensure our research investment is aligned with the identified unmet needs and target areas per our research strategy
Develop steering committees for each of the seven cancers to review and update unmet needs and target areas
Direct and develop grant programmes to meet identified needs
Maintain grant programmes that support the research career pathway
Continue to integrate PPI into all research activities
Continue to provide PPI expertise at a national level
Maintain rigorous governance of our grant award process
Continue to develop Grant Management System
Train and mentor researchers, especially early-stage researchers
Participate in relevant committees to influence national policy; develop guidelines, educational resources and campaigns; and promote information sharing
80% of funding invested in seven identified cancers
€3.25m expenditure pa invested in research, including leverage
PPI involvement in all research activities
30 publications pa (2 publications pa with Impact factor > 7)
Peer Review score of > or equal to 7
Make annual contributions to national PPI activities (eg: workshops, steering committees)
To generate the income required to drive our ambitious research objectives.
Nurture and expand donor base for Individual Giving
Finalise case for support for larger scale research investment from Corporates and Philanthropy
Identify and recruit more large-scale supporters.
Expand and nurture opportunities for leveraged research Funding, nationally and internationally
Expand our national footprint in Community Fundraising, Events and Challenges
Create and maintain processes which encourage future legacy-giving by current supporters.
Ramp up national campaign on World Cancer Research Day to mobilise public support for cancer research
Identify and adapt to opportunities for digital giving
METRICS BY YE 2026
Internal income goals have been identified and are being measured with specific targeted growth areas in Individual Giving and Corporate and Philanthropy
To inspire more people to join our mission to make more survivors of the lowest survival cancers.
Annual brand sentiment awareness for first 3 years, 6 monthly from 2026
Develop brand assets and content that inform the public of what we do and our impact
Identify our target audiences by geography and demographics
Invest in paid media to ensure target audiences see and engage with our brand
Resource and leverage earned media to reach target audiences and expand brand awareness
Build and maintain positive sentiment of the brand through social media community management
Publish and maintain the content hub for all seven named cancers in our research strategy
Conduct full SEO audit and implement optimisation plan
Resource social and digital communications internally
Have a live content hub for all seven poor prognosis cancers by YE 2024
Internal Metrics are in place to measure expected growth in awareness levels nationally and outside Munster.
10% increase YOY in earned media for research and/or poor prognosis cancers
Increase all KPI metrics for social and website by 3% each year
To communicate effectively what we do and why, and the impact of our funded research.
Identify what the public and stakeholders will value in our work through an impact survey
Define opportunities for us to demonstrate impact of the charity, with a particular focus at earlier stages of research
Maintain current defined quantifiable research metrics
Reconcile and refine to identify what needs to be measured to demonstrate impact
Find, develop and implement innovative ways to demonstrate impact, including relevant measurement and communication processes
METRICS BY YE 2026
Survey on impact completed by mid-2024
Processes for measuring and communicating outcomes and impact developed by YE2024
To build an ambitious, dedicated team to achieve our goals, while achieving work-life balance.
Carry out an assessment of activities that can or should be appropriately completed by Board members and volunteers, including PPI
Develop appropriate training resources for volunteers
Recruit, train, support and maintain a qualified pool of fundraising and PPI volunteers to support the work / identified activities
Actively work to achieve a diverse and inclusive PPI panel
Hire volunteer co-ordinator
Recruit, train and support employees required to deliver this strategy
Set and manage expectations for engagement of researchers in fundraising and outreach activity
Increase Scientific Advisory Committee & Board membership
Carry out Board skills assessment and identify and fill gaps
Cultivate ambassadorship of the charity
Develop appropriate HR systems
Internal metrics have been identified and will be measured for number of staff, PPI and volunteers required to achieve strategy
To live our values as a team
Embed our values into our employee performance management processes
Integrate values into all induction processes, including employees and volunteers
Routinely communicate our values internally and externally
Assess our processes and systems to ensure alignment with our values, address any mismatch
Put a spotlight on examples of values in action throughout entire organisation
METRICS BY YE 2026
Assessment of processes and systems for alignment with values complete by YE2024
Employee scores of >7 for alignment to values in Performance reviews
To be effective, the strategy must drive all activity within Breakthrough Cancer Research and what we are doing on a day-to-day basis must be linked back up to the strategy and, ultimately, our Values, Vision and Mission.
To achieve this, the strategy will be further developed into an operational plan and into the goals and performance metrics for all employees.
An ability to respond to changing dynamics and circumstances is critical, so agility must be built into the strategy implementation. A review of the external and internal environment will be built into the implementation and review processes and, where necessary, appropriate modifications or recalibration may be made to the strategy. It will be imperative that any such changes, their rationale, and any resulting amendments to operational plans and individual goals, be agreed and communicated clearly and consistently.
Breakthrough Cancer Research’s strategy implementation is overseen by the Board and is supported by a process of regular updates at Board meetings from the CEO and the management team on all strategic, financial and operational matters.
We will track and report on our progress in implementing this Strategy through the following:
• Regular updates to the Board of the Breakthrough Cancer Research on operational plan milestones, targets and KPIs, by all group entities and functions
• Annual review of strategy and all metrics by the Board and Management Team
• Annual Reports of Breakthrough Cancer Research
• Annual Financial Statements
• Updating stakeholders at AGM, meetings and through internal communication channels and regular reports
• Other impact measurement methodologies, to be defined as part of this strategy.