Cancer Strategy 2010 – 2015


In 1995 following the publication of the Calman-Hine Report, the then South Cleveland Hospital (SCH) was recognised nationally as both a cancer unit, providing cancer services for common cancers as a district general hospital and as a cancer centre, providing specialist gynaecology cancer surgery, radiotherapy and chemotherapy services to the adult population of Teesside, South Durham and part of North Yorkshire.

Endeavour unit radiotherapy machine

The NHS Cancer Plan was published in 2000, which built on the Calman-Hine report with the aim of further improving the access and health outcomes for patients with cancer. In parallel to this, the National Institute of Clinical Excellence (NICE) developed tumour specific Improving Outcomes Guidance (IOG) aimed at configuring and commissioning cancer services from specialist service providers with a view to improving the outcomes of cancer diagnostics and treatment for patients with specific cancer types.

The Cancer Reform Strategy (2007) builds on the progress made since the publication of the NHS Cancer Plan and sets a clear direction for cancer services 2012 and beyond.

Core values and strategic themes

The trust’s purpose is to deliver world class outcomes for patients who use our services whilst ensuring that patients can depend on their safety whilst in our care and that our staff, systems and facilities are focussed on delivering a good experience for patients, their families and carers. This is summed up in the Trust mission statement “striving for the best in health care”.

Cancer vision/mission statement

“A world class cancer centre” that:

  • Is patient focussed
  • Is a first choice provider for patients and carers
  • Has outcomes which are best in class nationally and internationally
  • Is an employer of choice for oncology expertise in all disciplines
  • Academic services which are internationally respected
  • Maximises the use of resources

The trust recognises that the strategy is a compact with clinicians, patients and mangers, will support the cancer teams to achieve the requirements of the strategy and will also follow national recommendations and guidance for the promotion of cancer service provisions through emphasising and acknowledging:

  • The challenge of cancer care throughout the whole of the cancer journey.
  • The aspirations of the cancer specialist professions to consolidate and enhance the direction of travel for cancer service developments.
  • The high level of knowledge, skills and expertise involved.
  • The wide range of skills across all professions and at all levels
  • The partnership working across the Trust, with patient and carer representatives, Foundation and Primary Care Trusts, Hospices, Charitable Organisations and the North of England Cancer Network.
  • The leadership and management infrastructure required to quality assure and develop our cancer service provision.

The cancer strategy sets out a programme of action across ten areas: six areas of action to improve cancer outcomes and four areas of action to ensure delivery.

Key Areas for action

  • Prevention
  • Diagnosing cancer earlier
  • Ensuring better treatment
  • Living with and beyond cancer
  • Reducing inequalities
  • Delivering Care in the most appropriate setting

Key Drivers for delivery

  • Using information to drive quality and choice
  • Stronger commissioning
  • Funding world class cancer care
  • Building for the future