defining the future - prostate cancer · defining the future: strategic outcomes a the quality of...

Defining the FUTURECalgary Prostate Cancer Centre

Strategic Plan | 2019 -2024

Table of Contents

Message from the Director 05

Vision, Mission, Values 07

Strategy Screen 08

Core Competencies 10

Critical Success Factors 12

PCC Strategy Map (2019 - 2024) 14

Strategic Pillar 1: Centre of Excellence 16

Strategic Pillar 2: Capacity 18

Strategic Pillar 3: Sustainability 20

DEFINING THE FUTURE STR ATEGIC REPORT 2019 - 20242

Calgar y Prostate Cancer Centre Calgar y Prostate Cancer Centre

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Message from the DirectorManagement and the Board have set the direction and framework for the organization for the next five years through the 2019 to 2024 Strategic Plan. We did a great deal of work honing our mission statement, validating our vision, and examining our core values and competencies to determine where we are today. Through in-depth interviews, surveys, internal and external strategy frameworks, and a working group of Board members, we identified critical issues that will determine our success.

The Defining the Future Strategic Plan clearly defines our goals so that patients, doctors, staff, volunteers, partners, donors, and other stakeholders can understand what we want to achieve. It articulates at a high-level, a roadmap on how the organization will further its mission and vision over the next five years balancing its roles as a clinic, research facility, and an organization with a defined community to serve through education and awareness. The patient perspective is at the heart of all our previous strategic plans and as it remains we now set out to achieve the five following outcomes:

1. The quality of life and survival of our patients improves because of our clinical care, research, education, and awareness.

2. Pharmaceutical research studies are at the forefront of improving patient care.

3. Basic science research translates to help tomorrow’s patient through personalized medicine.

4. Staff incorporate up-to-date knowledge to further our clinical care, research education, and awareness.

5. We work collaboratively with our partners to deliver innovative patient care.

We can look back with pride on the many achievements and milestones to date and also now look to the future where our goals rest on three pillars: Becoming a Centre of Excellence, Being Sustainable, and Building Capacity to meet the expectations of our patients and community.

In order to determine how we will get there, staff have quantifiable and measurable objectives that answer the questions of how much and by when. Each objective is realistic and clearly states what we want to accomplish, when we want to accomplish it, how we are going to do it, and who is going to be responsible.

We have established our physical footprint with the completion of the Bill Brooks and Spaner Family Men’s Health Clinic. Our clinics and outreach programs work well. It is through research that we will see the most growth in the next five years. I would like to thank staff and the Board for all the work they put into evolving our last strategic plan into this document to define the future.

DEFINING THE FUTURE STR ATEGIC REPORT 2019 - 20244 5


Vision / Mission / ValuesVISION: To have a healthy male population free of advanced prostate cancer.

MIS SION: We fight prostate cancer by delivering one-stop support to men and families through rapid access to personalized care, research, and education. We promote overall health and well-being, inspire hope, and reduce the impact of prostate cancer in our community.

VALUES: Compassion, Respect, Integrity, Excellence, Accountability.



Strategy ScreenThe following criteria will be applied in assessing growth opportunities over the next five years:

SAVING LIVES Focus on the social impact of saving lives and improving the quality of life for prostate cancer patients and their families in Southern Alberta.

UROLOGIST BUY-IN Our initiatives require buy-in from the Southern Alberta Institute of Urology.

CORE BUSINES S New opportunities must be congruent with our core business of prostate cancer care. However, we will not restrict our resources if we can further urological care in a relatively simple manner and thereby serve a broader patient population in our community.

RESOURCE Appropriate human resource requirements are needed to execute strategies CAPABILIT Y (headcount, level of skill, credentials, and training).

FINANCIAL Limited by financial resources, it is necessary for growth opportunities VIABILIT Y to demonstrate finanical viability over the long-term.

MAINTAIN Maintain independence from public health care system and competing INDEPENDENCE prostate cancer organizations.

COLL ABOR ATION Welcome external collaboration to improve health outcomes of men in our community. Maximize current and future programs and services and/or partner for donor dollars with like-minded organizations.

E XTERNAL Assess the impact of not pursuing viable options. PCC experiences PRES SURES many external pressures from donors, patients, doctors, Alberta Health Services, and competing prostate cancer organizations.

DEFINING THE FUTURE STR ATEGIC REPORT 2019 - 20248


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PROFES SIONAL E XPERTISE

INNOVATIVE PARTNERSHIPS

AGILE ORGANIZ ATION

PATIENT FOCUSED

ACCES SIBILIT Y

FINANCIAL RESILIENCE

Staff, Volunteers, Board

Southern Alberta Institute of Urology

Able to quickly respond and adapt to competition, demand, technology and regulations

Clinical Care, Research, Education and Awareness

On-site at Rockyview General Hospital and Off-site in the Community

Long-term supporters and new initiatives

Our staff, volunteers, and Board members are passionate about helping men in our community who are facing prostate cancer. Our comprehensive skills and professional expertise bring a breadth of knowledge and experience in positioning our organization for growth.

Our innovative partnerships provide a unique opportunity to help patients. In particular, our collaboration with the Southern Alberta Institute of Urology, enables patients to obtain Urological expertise through our rapid access clinics, research studies, and MAN VAN™ programs.

We are a non-profit that is operated by a qualified management team and governed by an independent Board of Directors. As a result, we are agile in improving and developing our programs and services to support our patients.

We are entirely patient-focused, guiding and supporting men through the journey of prostate cancer. Annually, there are over 22,000 patient visits by men and their families to access our clinical care, research, education, and awareness programs.

Calgary’s Prostate Cancer Centre is a premier medical facility located on-site at the Rockyview General Hospital. Our programs and services extend beyond our Centre, as we are off-site throughout Southern Alberta encouraging men to get checked through the MAN VAN™.

We rely completely on private contributions, corporate sponsorships, and events. Through the generosity of our long-term supporters and new initiatives, we continue to operate and expand our programs and services.

Core Competencies



Crit ical Success Factors

RECRUITMENT AND DE VELOPMENT

RESOURCE ALLOCATION

RESE ARCH GROW TH

KNOWLEDGE MANAGEMENT

Align our workforce with the needs and priorities of the organization

Outcome-Focused Allocation

Innovative and Impactful Research

Data Collection and Biological Samples

Successfully recruit leading candidates that have the experience, skills, and qualifications required for the positions within our organization. We must value the importance of professional development towards employee growth and the betterment of our organizational outcomes.

Insightful allocation of our financial, human, intellectual, and physical resources towards successful execution of our strategic plan.

Deliver innovative, high-impact pharmaceutical and basic scientific research with the support of the Southern Alberta Institute of Urology.

Further improve prostate cancer outcomes and publish urological papers through the health statistics and biological samples captured in our comprehensive medical databases and biorepository.

FUNDR AISING EFFECTIVENES S

BR ANDING ADVOCACY

INTEGR ATED TE AMS

TECHNOLOGY

Donor Retention and Acquisition

Publicly Recognized as Subject Matter Expert

Multidisciplinary Approach

IT Integration

Through donor stewardship, cultivate long-term supporters of the organization. As well, increase and diversify private and corporate funding by developing new initiatives focused on supporting prostate cancer patients in our local community.

Facilitate and inform dialogue to raise our organizational profile, build credibility, and establish our brand as the expert of prostate cancer in Southern Alberta. Increase our efforts in public policy and health care advocacy to address the issues faced by our patient population.

Instill a culture that draws on integrated multidisciplinary teams across clinical care, research, education, and awareness.

Enable technology as a core delivery component of our programs and services to improve efficiencies and productivity.



STRATEGIC PILLAR 1

Centre of Excellence

CLINICAL CARE

Comprehensive patient-focused services focused on prostate cancer diagnosis, treatment options, post-operative care, and recovery.

RESE ARCH

Establish a nationally recognized site for urological clinical trials and basic scientific research that provides patients access to leading treatments and medical care.

EDUCATION & AWARENES S

Improve public knowledge and change attitudes about prostate health and modifiable risk factors through education and awareness.

STRATEGIC PILLAR 2

Capacity

CULTURE

Promote a culture of patient- focused care and integrated multidisciplinary teams.

PEOPLE

Attract and retain talented staff and volunteers by providing professional development and a healthy work/life balance.

INFR ASTRUCTURE

Integrate technology to improve patient experience and organizational capacity.

STRATEGIC PILLAR 3

Sustainability

FINANCIAL RESOURCES

Increase and diversify private and corporate funding to sustain and further develop programs and services.

QUALIT Y IMPROVEMENT

Monitor performance metrics and emerging trends to improve and develop our programs and services.

PARTNERSHIPS & ADVOCACY

Leverage partnerships to further improve patient care and be the authoritative voice of prostate cancer in Southern Alberta.

VISION: To have a healthy male population free of advanced prostate cancer.

MIS SION: We fight prostate cancer by delivering one-stop support to men and families through rapid access to personalized care, research, and education. We promote overall health and well-being, inspire hope, and reduce the impact of prostate cancer in our community.

VALUES: Compassion, Respect, Integrity, Excellence, Accountability.

DEFINING THE FUTURE: STR ATEGIC OUTCOMES

A The quality of life and survival of our patients improves as a result of our clinical care, research, education, and awareness.

B Pharmaceutical research studies are at the forefront of improving patient care.

C Basic science research translates to helping tomorrow’s patient through personalized medicine.

D Staff incorporate up-to-date knowledge to further our clinical care, research, education, and awareness.

E We work collaboratively with our partners to deliver innovative patient care.

Strategy Map Strategic Objectives



CLINICAL CARE

Comprehensive patient-focused services focused on prostate cancer diagnosis, treatment options, post-operative care, and recovery.

A Act as a liaison to provide patients with palliative care services in partnership with other organizations and specialists.

B Leverage our capabilities and resources to support the health care system in improving care of urological cancer patients.

C Extend our exercise programs of functional movements and mindfulness to include a larger cohort of men facing urological cancers and develop prehabilitation training to prepare patients for surgery.

D Establish database integration with the public health system to access a larger population for medical data analytics.GR APHIC

ICON?

RESE ARCH

Establish a nationally recognized site for urological clinical trials and basic scientific research that provides patients access to leading treatments and medical care.

A Establish the position of Research Chair with the University of Calgary to lead our world-class scientific research in prostate cancer as well as urological cancers.

B Through the Research Chair, facilitate oncology research with other leading medical institutions, including Tom Baker Cancer Centre and Calgary Cancer Centre.

C Strategically select urological clinical trials to ensure we have an optimal workload to balance fluctuations between study cycles.

D Pursue growth opportunities for our clinical research program including, but not limited to, studies in partnership with Rockyview General Hospital.

E Leverage relationships with pharmaceutical sponsors to support initiatives that address gaps in the care of our clinical and research patients.

F Further improve prostate cancer program outcomes and publish urological papers.

G Maintain our support of the Alberta Prostate Cancer Research Initiative (APCaRI), to further accelerate the translation of new research.

H Incorporate personalized medicine through DNA sequencing in our active surveillance program to identify the risk of advanced prostate cancer.

EDUCATION & AWARENES S

Improve public knowledge as well change attitudes about prostate health and modifiable risk factors through education and awareness.

A Improve access to the health care system for patients in vulnerable communities throughout Southern Alberta.

B Increase service offerings to male populations with genetic predisposition to prostate cancer.

C Incorporate mental health assessments into the education and awareness of our patients.

D Offer educational opportunities for family doctors, government officials, and the public about the importance of early detection of prostate cancer.

E Enhance local health care professionals’ knowledge, skills, and practices in prostate cancer testing, diagnosis, treatment, rehabilitation, and support.

F Collaborate with other medical service organizations to further develop health care education and awareness through our MAN VAN™ program.

G Deliver education and awareness through the integration of social media.

Strategic Goals

P I L L A R O N E

Centre of Excellence



CULTURE

Promote a culture of patient-focused care and integrated multidisciplinary teams.

A Distinguish our organization’s culture by demonstrating our values of compassion, respect, integrity, excellence, and accountability through each patient interaction.

B Integrate a multidisciplinary approach to our team structure that improves organizational performance.

C Embrace change throughout our organization by understanding our ability to adapt and be agile to changes in the economy, legislation, and health care sector.

D Insightful allocation of our financial, human, intellectual, and physical resources focused on achieving our organizational outcomes.

E Foster a workplace environment of appreciation and recognition to further employee engagement.

PEOPLE

Attract and retain talented staff and volunteers by providing professional development and a healthly work/life balance.

A Successfully recruit leading candidates that have the experience, skills, and qualifications required for the positions within our organization.

B Professional development is at the forefront of employee growth and the betterment of our organizational outcomes.

C Draw on the strengths of our volunteers to further initiatives throughout the organization and provide opportunities for volunteer development.

D Expand our human capital by incorporating new employment opportunities, including summer student internships, to help support various projects of the organization.

E Proactively identify and develop future leaders of the organization for management and board positions.

INFR ASTRUCTURE

Integrate technology to improve patient experience and organizational capacity.

A Implement a digital communication platform which improves patient experience, enables robust operations, and provides capability to respond to future developments (i.e. virtual patient visits).

B Enable IT capabilities to improve organizational management, planning, and development.

C Integrate the provincial clinical information system, called Connect Care, upon a phased rollout to be completed by 2023.

D Complete a website redesign that improves patient experience and community engagement with our brand.

E Strengthen our social media presence to increase user engagement across each platform including Facebook, Twitter, Instagram, LinkedIn, and YouTube.

GR APHIC ICON?

Strategic Goals

P I L L A R T WO

Capacity

DEFINING THE FUTURE18


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FINANCIAL RESOURCES

Increase and diversify private and corporate funding to sustain and further develop programs and services.

A Identify and pursue opportunities to increase our donor base through PCC’s programs and services, the organization’s community impact, stakeholder engagement, and social media.

B Develop donor stewardship processes to retain long-term supporters of the organization.

C Increase and diversify funding by developing new initiatives supporting prostate cancer patients in Southern Alberta.

D Identify and further develop revenue streams to help support current and future programs.

E Leverage partnerships for in-kind service delivery and/or financial support of current and future programs.

Strategic Goals

P I L L A R T H R E E

Sustainability

QUALIT Y IMPROVEMENT

Monitor performance metrics and emerging trends to improve and develop our programs and services.

A Policies, processes, and procedures to be further streamlined and developed in order to improve operating effectiveness and reduce enterprise risk.

B Further develop dashboards for each Board committee to capture insights from enhanced IT capabilities. Leverage dashboards to identify opportunities for quality improvement.

C Establish an internal team comprised of multi- functional members to solicit feedback from patients, volunteers, and staff members, and formulate an annual quality improvement plan.

D Foster relationships with medical and other professional bodies to remain current with emerging trends and developments.

E Translate knowledge into action and enable the adoption of best practices and innovation.

PARTNERSHIPS & ADVOCACY

Leverage partnerships to further improve patient care and be the authoritive voice of prostate cancer in Southern Alberta.

A Raise our organizational profile and build credibility in the community by communicating our value proposition and outcomes.

B Establish our brand as the expert of prostate cancer in Southern Alberta by proactively facilitating and informing dialogue between stakeholders, especially those with a differing viewpoint.

C Increase our efforts in public policy and health care advocacy to address the issues faced by our patient population.

D Establish a strong community voice through ‘PSA Champions’ that share their support of early detection (patients, families, and physicians).

E Enable our patients to access trusted evidence- based knowledge at point of need.

GR APHIC ICON?



“What you do today can improve all your tomorrows.”

- R ALPH MARSTON

DEFINING THE FUTURE22

Calgar y Prostate Cancer Centre

Calgary Prostate Cancer Centre

6500 - 7007 14 Street SW

Calgary, Alberta | T2V 1P9

prostatecancercentre.ca

defining the future - prostate cancer · defining the future: strategic outcomes a the quality of...

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