1. Corporate responsibility

Framework for Effective Cancer Management (FECM)

Corporate responsibility for cancer ensures that performance remains a visible priority at the highest level. Clear leadership, governance, and accountability are vital for setting expectations, aligning with national strategy, and ensuring consistent delivery across cancer pathways. This element is about keeping cancer firmly on the strategic agenda of every NHS Board. 

 

Case study- NHS Lanarkshire – keeping cancer a strategic priority

1. What was the issue/problem identified?

As a director of Acute Services, a key part of my leadership commitment is to set clear objectives and provide vision, direction, and oversight that align with the national, regional, and organisational objectives for Cancer Care. Cancer performance needed to remain a clear strategic and operational priority across NHS Lanarkshire. There was a risk that without strong leadership and clear escalation routes, challenges such as delayed responses, inconsistent prioritisation of cancer pathways, and pressure on key performance indicators could impact patient care and outcomes.

2. What did you do?

I set clear objectives and provided vision, direction, and oversight that aligned with national, regional, and organisational objectives for cancer care. I established clear communication across the Divisional Management Team, set expectations for prioritising urgent suspicion of cancer (USC), and ensured timely responses to escalations. Cancer performance and the Framework for Effective Cancer Management were embedded as a standing agenda item on NHS Lanarkshire’s Planned Care Programme Board agenda. This created a governance structure that supported collaboration among service leads, including diagnostics, and empowered operational teams to act on challenges through informed decision-making. I also promoted a culture of collaboration and accountability, while celebrating success and recognising achievements to encourage continuous improvement.

3. What was the outcome?

Cancer performance has now become a central part of our strategic and operational efforts. We are taking timely action on key performance indicators (KPIs) that are underperforming and developing proactive service plans. Operational teams have been empowered to drive improvements, fostering a sense of accountability and encouraging innovation. Acknowledging and celebrating successes has boosted motivation, strengthened engagement, and promoted collaboration across the services. This approach has ultimately improved the consistency of cancer governance locally and the resilience of our services.

Contact

Russell Coulthard, Lanarkshire Director of Acute Services (now Deputy Chief Operating Officer, NHS Greater Glasgow & Clyde).

 

Guidance

The Cancer Strategy and the Action plan below define the national expectations for Board-level accountability and collective responsibility in delivering cancer waiting time standards.

 

Resource and key links

The following document supports effective governance, accountability, and alignment with national priorities in cancer performance and improvement.