Icon Cancer Foundation Strategic Plan 2023-25

ICON CANCER FOUNDATION STRATEGIC PLAN 2023-2025

ICON CANCER FOUNDATION STRATEGIC PLAN 2023-2025

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ICON CANCER FOUNDATION STRATEGIC PLAN 2023-2025

CONTENTS Introduction

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Icon Cancer Foundation Business Model

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Planning horizons – now and the future

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What we stand for and against

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Values

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Sources of revenue

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Strategic Pillars 2023-2025

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Patient connection

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Engaged stakeholders

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Purpose driven partnerships

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Sustainable growth

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Facilitate research

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ICF awareness

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INTRODUCTION Icon Cancer Foundation (ICF) has had a long and varied history with an unwavering commitment to support the development of new and improved treatments for cancer patients through access to clinical trials and research. After continued evolution of our board, leaders and dedicated stakeholders and supporters, we have aligned ICF’s vision and future direction to ensure we can help more people access the care they need.

As a result of consultation with external and internal stakeholders, we have developed this three-year Strategic Plan that will form the basis of all that we do. Our mission is to promote, initiate and fund innovative research to give cancer patients and communities a better, brighter, and healthy future. A mission close to our hearts and one we can all relate to. ICF’s key focus is the promotion and support of Investigator Initiated research studies; these studies require generous donations from the community and are crucial to supporting the development, administration and access to potentially ground-breaking trials. Through our strategic pillars, values and purpose, we set ourselves up to provide the best possible support to cancer patients and the wider community. Together we can help pave the way towards improving the cancer care landscape in Australia and beyond.

We are proud to present the ICF Strategic Plan 2023-2025 and look forward to living and realising our mission to ensure cancer patients can live a better, brighter and healthy future.

SOPHIE MEPHAM PHD

A/PROF JONATHAN RAMSAY

ROSS KOSCHARSKY

ICF Board Director, Icon Group Executive Manager – Research

ICF Board, Icon Group Co-Director of Research (Radiation Therapy and Radiation Medicine)

ICF Board Director, Icon Group Global Director – cancer centres

A farewell message from Dr John Bashford The delivery of this strategic plan represents my parting project with Icon Cancer Foundation. As Board Chair from 2015 my goal has been the delivery of a stable platform for the support of clinical trials across the Icon Group incorporating all our clinical streams. I believe we are there and have in place everything that is needed for a productive and influential future. I believe that new ideas and fresh energy are needed in every organisation and that now is the right time to step back from my roles and enter retirement.

I must acknowledge our great team led by Investigator Initiated Trials and Grant Manager, Mel Grand, our Icon clinical and organisational partners and the Icon CEO and Board for their commitment and support. Finally, I wish to sincerely thank our many supporters whose involvement in our Foundation has been inspirational.

Your commitment to better and longer lives for those with cancer drives everything we have done and will continue to do.

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ICON CANCER FOUNDATION STRATEGIC PLAN 2023-2025

WE SET OURSELVES UP TO PROVIDE THE BEST POSSIBLE SUPPORT TO CANCER PATIENTS AND THE WIDER COMMUNITY.”

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ICON CANCER FOUNDATION BUSINESS MODEL

SPONSORS AND FUNDS ICF sponsors and funds Icon Group’s Investigator Initiated Trials (IIT) programs that cannot attract funding from commercial partners.

A not-for profit organisation with a mission to promote, initiate and fund innovate research to give cancer patients and communities a better, brighter and healthy future.

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PROVIDES SUPPORT Icon Group provides in kind support via shared resources and staffing commitments towards ICF operations i.e. marketing, fundraising and financial services.

ICON CANCER FOUNDATION STRATEGIC PLAN 2023-2025

Australia’s largest dedicated provider of cancer care with a presence in Asia and New Zealand. Icon also operates Australia’s largest private cancer clinical trials program.

PLANNING HORIZONS – NOW AND THE FUTURE With an uncertain future context, it is essential that ICF plan across three horizons ensuring the success and sustainability of the organisation. This strategy document is mapped based on the following time horizons, so it can continue to remain agile in a rapidly changing context globally.

H1

H2

H3

Timeframe

12 months

3 years

5 years and beyond

Purpose

• Outline short term objectives •S ets the strategic direction, • Details activities and programs for vision, and values to guide the year decision making • Defines roles and responsibilities • Outlines medium-term objectives including KPI’s and deadlines •O utlines strategic focus areas and • Details the resources needed key projects to be achieved • Identifies measures of success

•E nsuring ICF becomes a standalone NFP organisation in partnership with Icon Group •E xplores ideas for long term opportunities for the ICF •E xplores future trends, technological and medical advances

Actions

• Identification of potential partners • Marketing content revised and available • Marketing provided to Icon Cancer Centre sites- and promoted at sites • Specific resource allocated to ICF activity • Identification of clinician leaders for ICF

•S teady income stream from donations •N ew partnerships explored and commenced • Increase in regular donations • Bequest opportunities explored • I ncreased awareness of ICF amongst patients and communities •C linician leaders engaged with ICF activity

• L ong term partnerships built and ongoing • Regular and ongoing donations • Bequests in place •A ppropriate resources for general management of ICF • ICF a known brand amongst patients and communities • L ong term relationships with clinician leaders

Delivers

Implementation

Clarity & Focus

Pioneering, Innovation & Leadership

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WHAT WE STAND FOR AND AGAINST After a long and varied history, ICF is now at a point where it needs clarity on its role for the future. As a result, the vision, mission and purpose of the organisation has been reviewed to gain clarity on what the ICF stands for, and what is stands against.

As part of a full day strategy session, the following summary evolved:

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STAND FOR

STAND AGAINST

Detail

The change we want to CREATE

The injustice or fight we want to EMBODY

Positioning

• Funding pioneering and innovative research • Premature death • Creating opportunities for cancer patients when • Complacency it feels like there are no options remaining • Bureaucracy • Attracting the best doctors to Investigator Initiated research studies supported by ICF creating change together • Changing the game in future partnerships for better patient outcomes including survivorship

Our Beliefs (that underpin what we stand for and stand against)

• Patients should have access to trials, when • T he belief that trials only belong in the public there are no alternatives available health system • Supporting our best doctors by funding Investigator Initiated research studies elevates the reach of the work to cancer patients globally • Private cancer care can play a pivotal role in the development of cutting-edge research to extend and improve the lives of cancer patients • While we support private practice care and research, ICF’s overall aim will always be for public good.

ICON CANCER FOUNDATION STRATEGIC PLAN 2023-2025

The vision and mission of the ICF has evolved as follows:

VISION A future where cancer patients live longer, better lives.

MISSION To promote, initiate and fund innovative research to give cancer patients and communities a better, brighter, and healthy future.

PURPOSE To fund and sponsor Investigator Initiated research studies that provide cancer patients with lifeprolonging and life-enhancing options of care.

AMBITION To rethink and pioneer the way Investigator Initiated research studies can be funded, developed and managed in the world of private cancer care.

ICON CANCER FOUNDATION STRATEGIC PLAN 2023-2025

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VALUES As an entity, ICF does not currently have its own unique set of values. While it is closely aligned to the values of Icon Group, there are some distinct differences relating to the vision and mission of ICF that call for bespoke preferences and priorities, which is how values are defined. To deliver on the vision of the organisation, the behaviour and mindset of those who work for ICF needs to be aligned.

Draft values are below, however this will be reviewed and refined over the next 12 months based on the strategic focus of the organisation. Values are an important part of ICF’s culture, as it grows over the next five years. Draft values have been outlined here and it is intended these are ratified and tested with key personnel this year.

Icon Cancer Foundation Values

Icon Group Values

Energy

Energy

Bringing a positive energy to everything we do

Bringing a positive energy to everything we do

Innovate

Innovate

Pioneering the way Investigator Initiated research studies are funded, developed, and managed to provide cancer patients with a healthier future

Finding new and better ways of doing what we do

Connect

Connect

Connecting patients to high calibre doctors and researchers implementing Investigator Initiated research studies.

Building and maintaining connections to commercial partners, donors, granting bodies and associates.

Building and maintaining relationships with our patients and customers

On-Purpose

On-Purpose

Doing everything with the aim of cancer patients living longer, better lives

Doing everything with the aim to deliver exceptional healthcare

Nuture

Nuture

Caring for patients and their families during the most challenging of times

Caring for patients and their families during the most challenging of times

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SOURCES OF REVENUE

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ICON CANCER FOUNDATION STRATEGIC PLAN 2023-2025

In writing this strategy document, the following snapshot of revenue sources for the ICF is captured to act as a launch pad for future initiatives.

The sources of revenue for ICF are as follows, based on the domestic market only. Although expansion is expected in Singapore, it is agreed that it will require its own specific strategy. This includes a separate ownership model however, sharing of information and purpose for consistency is encouraged as part of the strategy: Icon Group

Commercial Partners

Donors/Bequests

Grants

Definition

Member of ICF and related entity.

An external commercial organisation who ICF partners with to further the objectives of the organisation.

Individuals or organisations who make a charitable contribution. This could include fundraising on behalf of ICF.

Funding provided by an external competitive granting body that has specific obligations to be met.

Key Assumptions

• Icon Group will continue to provide support to ICF.

• Opportunities for commercial partnerships will continue to be explored and grow

•W ith predictions •P otential external for an extended grant funding economic downturn opportunities will globally over the next need to be explored. three years, there is • T here is strong likely to be a reduction potential for growth in philanthropy. in this category due • I CF will need to to expansion of study contribute to growth concepts and the through actively limited resourcing in promoting its work the past to search for from within and and apply for grants. extend to Icon Group.

Revenue Implications for 2025

Based on the above, the implications for revenue growth in ICF are likely to be at least 100% over the next five years (at least double the current revenue).

Specific supporting investments required

• Capture of marketing, administration, and other support for next three years ($$) • Review additional ICF resourcing required • Finance team support for donations from Icon Group

Infrastructure

• CRM software system for capture of key business development and customer information • Marketing infrastructure – internet, intranet, materials etc.

• Accounting software

• Business Development Support • Finance team support • Legal support •M arketing support to market capabilities

•S uite of marketing materials for sites •R esource within ICF to drive donations and bequests

•G rant identification support •F inance team support for grant application and administration

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STRATEGIC PILLARS 2023-2025 The following key strategic pillars are the basis of the ICF’s strategy:

PATIENT CONNECTION

ENGAGED STAKEHOLDERS

PURPOSE DRIVEN PARTNERSHIPS

SUSTAINABLE GROWTH

FACILITATE RESEARCH

FOUNDATION AWARENESS ICON CANCER FOUNDATION STRATEGIC PLAN 2023-2025

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STRATEGIC PILLARS

2023-2025 – IN DETAIL

1. PATIENT CONNECTION Optimise patient participation by making it easier for them to search, find and be referred to Icon Group trials.

STRATEGIC OBJECTIVES • Increase participation rates in Investigator Initiated research studies to 5% • Patients to have equitable access to Investigator Initiated research studies • Ease of access for patients to seek opportunities for participation in a clinical trial

2. ENGAGED STAKEHOLDERS Ensure the engagement of key stakeholders through clear positioning of the ICF. STRATEGIC OBJECTIVES • Stakeholder identification • Stakeholder communication and engagement strategy • Educate Icon Group Cancer Care Centre teams on the ICF and its role • Ensure clinicians who are passionate about research are enabled and supported to be actively involved

The stakeholders for the ICF include: •

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Primary stakeholders – Patients and communities – Donors including philanthropists – Funders including industry sponsors – Icon Group – ICF personnel – Investigators

ICON CANCER FOUNDATION STRATEGIC PLAN 2023-2025

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Secondary stakeholders – Universities – Collaborative research groups – Government – Health funds – Other charities – Healthcare organisations

3. PURPOSE DRIVEN PARTNERSHIPS Maintain existing partnerships and seek new partnerships with like-minded and valuecreating partners. Purpose driven partnerships play a key role in enabling ICF to support patients to participate in clinical trials.

STRATEGIC OBJECTIVES • Identification of potential partners • Find a patron for the foundation aligned to its purpose and vision • Partner with high-calibre doctors who wish to grow their practice whilst contributing to cutting edge treatment for cancer patients • Strengthen links with universities • Partner with public hospitals currently at capacity, to leverage funding • Partner with high calibre statistical and health economics support • Partner with the community • New partnership Opportunities

4. SUSTAINABLE GROWTH Be operationally, strategically, ethically, and financially sustainable and equipped to follow Icon Group into new domestic and international markets.

STRATEGIC OBJECTIVES • Ensure the ICF is a fully functioning, commercial and sustainable not-for-profit entity • Communication support • Determine global strategy • Financial reporting, tracking and management for transparency

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5. FACILITATE RESEARCH Facilitate access to cutting-edge research through Icon Group.

STRATEGIC OBJECTIVES • Position ICF as a provider of quality Investigator initiated research studies • Identify priority areas for Investigator Initiated research studies with a focus on greatest impact • Funding • Increase access to Investigator Initiated research studies

6. ICF AWARENESS Increase public and industry awareness of the ICF. STRATEGIC OBJECTIVES • Increase public awareness of ICF through Icon Group’s cancer centre network • Increasing public awareness of ICF outside of Icon Group • Increase awareness of Investigator Initiated research study opportunities with high calibre doctors • Increase awareness of ICF to patients and their support network • Development of a brand and communications campaign • Increase public awareness of ICF

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ICON CANCER FOUNDATION Level 1, 22 Cordelia Street Australia T +61 7 3737 4500 E foundation@iconcf.org.au iconcancerfoundation.org.au

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ICON CANCER FOUNDATION STRATEGIC PLAN 2023-2025

GLB ICF 112533_2301

South Brisbane QLD 4101