In May 2024, our trustees gathered for a Strategy Retreat led by Angela Style, a consultant from the Centre for Charity Effectiveness. It was a chance to connect face-to-face and shape the future direction of Fight Bladder Cancer
Purpose of the Retreat
The main goal was to strengthen connections among trustees and clarify our key strategic priorities. Being in the same room allowed us to engage deeply, sharing ideas and experiences. One of the main goals of the retreat was to create a more cohesive and supportive team environment. We spent time getting to know each other better, which fosters stronger relationships and helps everyone feel comfortable and valued.
We also used the retreat as an opportunity to review feedback we’ve received from key stakeholders, such as yourselves, the people we serve. Together with the materials we prepared beforehand, this feedback helped us ground our strategic planning in real-world needs.
Sources of Pride
Our team takes immense pride in the dedicated team of staff, volunteers, trustees, clinicians, and advocates. We treasure the immense strength and dedication of each individual involved, and how their combined efforts create something truly powerful.
We are also driven by a determined, “scrappy underdog” spirit. This unwavering commitment fuels our initiatives and keeps us pushing forward, regardless of the challenges we encounter.
Furthermore, the valuable exchange of information between patients and healthcare professionals is a source of great pride. This two-way flow of knowledge exemplifies our patient-centric approach. By actively listening to and learning from patients directly affected by bladder cancer, we ensure that our actions and strategies are always grounded in real-world needs. This patient-centred approach allows us to develop services and resources that are more relevant, impactful, and ultimately, more helpful for those living with bladder cancer.
The influence we have earned on national and international guidelines, coupled with global recognition of our work, speaks volumes. This acknowledgement not only validates the tireless efforts of our team but also amplifies our voice and impact on a much larger scale. By earning a seat at the table and influencing policy decisions, we can ensure that the needs of bladder cancer patients are better understood and addressed on a broader level.
However, at the very heart of our ethos lies the unwavering belief that no one should face bladder cancer alone. We strive to provide comprehensive support to all patients, ensuring they have access to the resources and companionship they need throughout their journey with bladder cancer. This dedication to ensuring no one feels isolated or alone is a source of immense pride for our team.
Vision and Mission
Furthermore, we took the time to revisit our Vision and Mission statements. This ensures that our guiding principles are still aligned with our long-term goals and aspirations for supporting bladder cancer patients.
– Vision: A future where everyone survives bladder cancer and lives long and well.
– Mission: To lead the fight against bladder cancer, driven by patient and family insights.
– Pillars: Awareness, support, policy change, and research.
Goals
The retreat was dedicated to setting realistic and achievable goals. We defined clear ambitions for each of our strategic pillars – awareness, support, policy change, and research. We then prioritised our future work, including ongoing efforts to make our work sustainable. This process allows us to concentrate our resources and energy on the areas that will have the biggest impact on people affected by bladder cancer.
During the retreat, we also dedicated time to how our board can work together most effectively to support the overall strategy for tackling bladder cancer. When the board is on the same page, it ensures all decisions and actions align with the overall strategy. Collaboration allows us to leverage the diverse skills and experience of each board member. Ultimately, by fostering a strong and focused team environment at all levels, we are confident that we can continue to make a positive difference in the lives of those affected by bladder cancer.
Strategic Vision
Our strategy should be readily grasped by everyone involved, from board members to volunteers. We want everyone to feel engaged and empowered by understanding the overall direction. This means prioritising a limited number of key objectives within our five-year plan, allowing for focused efforts and avoiding spreading ourselves too thin. Regular communication about the strategy and its progress is crucial. We will keep everyone informed through various channels, ensuring transparency and fostering a sense of shared ownership.
We should be bold in our aspirations for improving bladder cancer care, but also remain grounded in realistic expectations. This openness to new ideas and approaches ensures we stay at the forefront of bladder cancer research, advocacy, and patient support. The landscape of healthcare and patient needs can evolve rapidly, so we must remain flexible and adaptable, adjusting our strategy as needed to stay relevant and impactful.
Our core purpose to improve the lives of those affected by bladder cancer should be the guiding principle for all strategic decisions. This patient-centric approach means continuing to prioritize the needs and experiences of patients in everything we do. Mechanisms for continuous feedback from patients will be built into the strategy, allowing us to refine our approach and ensure it remains aligned with the evolving needs of the bladder cancer community.
Five-Year Plan with Annual Reviews
A five-year plan provides a clear roadmap for our long-term vision. It establishes our direction and helps us make informed decisions along the way. Regular reviews at yearly intervals allow us to assess progress, identify areas for improvement, and adapt the strategy as needed. This ensures we remain agile and responsive to changing circumstances. The annual reviews will provide a platform to embrace necessary changes and improvements while maintaining a sense of continuity in our overall strategic direction. This balance is crucial for sustained impact and long-term success.
Board’s Role
A key element of our strategic development involved considering how the board of trustees can best support the overall plan. It’s important to remember that the board focuses on setting the strategic direction, while our dedicated team of staff and volunteers executes the day-to-day activities that bring those strategies to life.
By actively identifying and discontinuing strategies that no longer serve us well, we can reallocate resources and focus our efforts on activities with a demonstrably greater impact. Celebrating past achievements and integrating these practices into our ongoing work ensures we don’t lose sight of what has made us successful.
Reflections and Next Steps
At the end of the day, we looked back at what we valued most: the excitement about our new strategy, the importance of meeting face-to-face, and the clarity of our priorities. We also talked about how to make future meetings better, like involving staff more and making sure we finish with concrete outcomes.
Next up, we’ll create a detailed strategy document based on our retreat discussions. This will capture the key insights and decisions we made, giving us a clear and actionable roadmap for the future. It’ll outline our goals, priorities, and the specific actions we need to take to achieve our vision. We’re also thinking about setting up a task force to lead the strategy development. This dedicated group will ensure our strategic plan is implemented efficiently and effectively. With a focused team, we can keep up the momentum and execute our strategy with precision and clarity.
Thank You!
A big thank you to Angela Style for facilitating the retreat and to everyone who participated. Your insights and dedication are driving us towards a brighter future for everyone affected by bladder cancer.
