PCR Impact & Financial Report 2020-21 | pcr.org.uk
Targets for 2021/22 STRATEGIC AIMS FOR 2021/22
ASSEMBLING EXPERTS
LEADING AUTHORITY
Strengthening internal structure and processes • We said we would continue to analyse and
Positioning PCR as a thought leader • We changed our name to Prostate Cancer
assess our skills and experience and fill gaps that may exist in our Scientific Advisory Committee, Executive Advisory Group and Board of Trustees.
• In 2020 we made three additional Last year we launched our 2020-23 Organisational Strategy and set a number of goals against each of our six strategic goals. This is the progress we’ve made – and our targets for 2021/22. GOLD STANDARD
Fostering innovation through research • We said we would broaden our portfolio even further by systematically analysing and then funding gaps within the prostate cancer ecosystem.
• We completed our analysis and launched our report on the prostate cancer ecosystem, enabling us to have a much clearer view of where our funding would have the most impact.
Research to reflect our expansion away from a single centre, and updated our visual identity to reflect our scientific focus and ambition.
• We also spoke at two large pharmaceutical events about best practice in involving patients and were shortlisted for the Charity of the Year Change Project of the Year award.
appointments to the Scientific Advisory We will continue to create relationships and Committee and appointed one additional build partnerships to raise our profile. Trustee to add to the expertise already present in both groups. We further strengthened our processes for managing research finances and FORM PARTNERSHIPS tightened up our contracts to provide greater Leveraging partnerships protection and fairer recognition for more • We said we would sign at least three partnership junior researchers. agreements with complementary charities, We will continue to analyse and assess our government bodies or pharmaceutical companies skills and experience and fill gaps that may to deliver for people with prostate cancer. exist in our Scientific Advisory Committee, • We signed MOUs with two complementary Executive Advisory Group and board of prostate cancer charities and established trustees. regular catch-ups to align priorities and strategy with two other cancer research funders.
CONTINUOUS LEARNING
Learning and connecting • We said we would run a new grant call in the first half of 2020 that directly responds to a wider range of the needs and challenges of patients, and continue to foster a spirit of continuous learning in the organisation.
• We dramatically increased our connections to patients, through live (pre-pandemic) and virtual interactions, increased information provision though our website and booklet, and engaging patients in an online research study. We also ran internal workshops on agility, strategy, and science to help us respond better to the pandemic and remain connected to our mission.
We will expand our pilot work with biotechs to ensure that the patient voice is translated into the development of new treatments and diagnostics.
SUSTAINABLE GROWTH
Sustainable growth • We said we would aim to increase our funding for projects allowing us to expand from 11 to 14 in the grant call and scale up our successful 2019 events and more complex large bids.
I n 2021/22, informed by the ecosystem and patient need, we will run grant calls focusing • We adjusted our income goals for 2020/21, on Black men, who are at significantly given we were unable to carry out community higher risk and have worse outcomes, fundraising because of the Covid-19 pandemic, on areas of science which require more and we achieved our modified non-legacy research, and focused on the career stage income. We were able to expand to funding at which scientists find it most difficult We will continue to invest in training 15 projects. to get funding. We will also make our first internally, maintaining expenditure at double In 2021/22, we will run new grant calls to investments in translational research so that the sector average. increase the number of projects we fund to 18. more good ideas end up in the clinic.
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