This briefing explains the key highlights from our Five Year Strategic Plan 2021-2025. 

Download a copy of the briefing on our Five Year Strategic Plan  (PDF)

Why we need a new strategy

  • We have delivered our last five-year plan, including opening CCC-Liverpool in June 2020 and embedding our unique networked model of care 
  • Our attention for the next five years will be on maximising the benefits of these developments for patient outcomes and experience
  • Issues affecting cancer care will include:
    • Ageing population 
    • Deprivation
    • Cancer incidence 
    • Workforce shortages 
    • Cybersecurity
    • Financial sustainability  

Our mission

We will drive improved outcomes and experience through our unique network of specialist cancer care across Cheshire and Merseyside.

Our strategic priorities

  • Be Outstanding
  • Be Collaborative
  • Be a Great Place to Work
  • Be Research Leaders
  • Be Digital
  • Be Innovative

Be Outstanding

Deliver safe, high-quality care and outstanding operational and financial 
performance

Our priorities:

  • High-quality care and patient experience 
  • Patient and staff environments
  • Maximise benefits of CCC-Liverpool
  • Service developments – e.g. TYA Unit and interventional radiology 
  • Urgent and unplanned cancer care across the region  
  • Productivity and operational targets 

Success measures:

  • Outstanding Care Quality Commission rating
  • Top decile National Cancer Patient Experience Survey results
  • Performance against cancer waiting times
  • Redevelopment of CCC-Wirral 
  • Financial sustainability and ability to invest in services 

Be Collaborative

Drive better outcomes for cancer patients, working with our partners across our unique network of care

Our priorities:

  • Raise profile as cancer leaders for the region 
  • Cheshire and Merseyside Cancer Alliance
  • Cheshire and Merseyside Health and Care Partnership 
  • Radiotherapy network 
  • Genomics Service Alliance for the North West    

Success measures:

  • Improved 5-year survival
  • Increased early diagnosis 
  • System-wide cancer waiting times performance 
  • Progress against radiotherapy operational delivery network work plan 
  • Increased involvement in diagnostics through rapid diagnostic centres

Be a Great Place to Work

Attract, develop and retain a highly-skilled, motivated and inclusive workforce to deliver the best care

Our priorities:

  • Leadership skills and capacity
  • Recruit the brightest and best
  • Develop new roles and new career pathways 
  • Comprehensive reward and recognition package 
  • Open and high performing culture
  • Physical and mental wellbeing 
  • Excellence and expertise in education and training

Success measures:

  • Top decile staff survey results 
  • Performance against key workforce metrics
  • Performance in equality and inclusion metrics
  • Refreshed values and behaviours 
  • High rates of performance appraisal and development reviews 
  • Teaching hospital status 

Be Research Leaders

Be leaders in cancer research to improve outcomes for patients now and in the future

Our priorities:

  • New hospital: unique opportunity to refresh/expand our programme of cancer research
  • ECMC renewal bid 
  • Increase in academic staff
  • Increase research in advanced radiotherapy techniques
  • Promote non-medical research awareness and participation
  • New digital technologies 

Success measures:

  • Recruitment to clinical academic positions 
  • Increased trial recruitment and increase in CCC-led trials
  • Increased commercial and grant income 
  • Increase health services research 
  • Retain ECMC status and gain CRUK centre status

Be Digital

Deliver digitally-transformed services, empowering patients and staff

Our priorities:

  • Technologies to support patient choice, keep patients connected  & support care closer to home
  • Patient access to records and assistive technology
  • Free up clinical time through improved digital interoperability
  • Turning data into intelligence Ensure that patient information is held safely and securely

Success measures:

  • Develop a digital strategy 
  • Achieve Healthcare Information and Management Systems Society level 7 status
  • Establish a true business intelligence function
  • Completion of the refresh of digital infrastructure 
  • Secure Cyber Essentials Plus certification

Be Innovative

Be enterprising and innovative, exploring opportunities that improve or support patient care

Our priorities:

  • New hospital is in the heart of Liverpool’s Knowledge Quarter
  • Develop and grow capacity, capability and culture of innovation 
  • Improve and enhance patient care through innovation in practice
  • Develop and grow our innovative subsidiaries and joint venture

Success measures:

  • Develop and implement an innovation strategy
  • Establishment of an Innovation Fund to support new ideas 
  • Continued growth of our innovative subsidiaries
  • Development of an Innovation Bunker as a space to support cutting edge innovation 

Conclusion

Our Five-Year Strategic Plan 2021-2025 will shape everything we do over the next five years, including key decisions, business cases and team/individual objectives. It will be supported by an implementation plan and monitored through our governance processes.