The RCR is a fast developing and evolving organisation. Its success relies on many people and processes working effectively together and principally on the collective efforts of involved Fellows and members, whose time is volunteered, unpaid, and therefore at a premium, and permanent paid RCR staff.

The Compact below has been developed to enhance collaborative working across all RCR activities as well as to support the priority for and commitment to wellbeing for Fellows, members and staff alike. It embodies the RCR’s Organisational Values (as set out below) and will engender a collegiate approach to working.

Council has committed that the Fellows, members and staff of the RCR should work together collaboratively in the conduct of business, both within and beyond formal meetings. Those Fellows and members who represent the RCR externally should act as ambassadors for the RCR, promoting the concepts inherent in the Values and the Compact.

Our values

The RCR has adopted a set of values to guide how it achieves its aim of improving the quality of care in clinical radiology and clinical oncology for the benefit of the patients and public. The values underpin how the RCR interacts with its membership and stakeholders and how it works internally. Those who act as ambassadors of the RCR are expected to demonstrate these values in all they do for the RCR.

People focus

We treat everyone fairly and with respect, actively listening and responding appropriately, while recognising individual differences.


We are open, honest and transparent. We strive to reflect and learn from experience in every area of our work to deliver the right outcome.

Making a difference

We strive for excellence. We make a difference by setting standards and empowering our membership and our staff through personal development and lifelong learning.

We recognise that patients’ best interests underpin everything we do.

People focus

  • Be kind; respect and value differences

  • Value viewpoints different from your own and actively seek different viewpoints as greater input improves the outcome

  • Remember those not in the room – especially those who you represent – who may not share your views

  • Treat others the way that they want to be treated; do not assume it is the same as how you want to be treated and be prepared to say how another’s behaviour makes you feel

  • Speak and act constructively remembering the impact of body language as well as the spoken word

  • Avoid the loudest dominating: point out the loudest is being that – they might not realise

  • Share information in a timely way: err on the side of 'over sharing'; don’t assume people know

  • Support a colleague who is having a hard time; respect their situation and offer help; don’t criticise


  • Act in the interests of the whole RCR, not specialty or faction specific: this is not about your (or an individual’s) agenda, make sure to link your views to the bigger picture

  • Help create an environment where we can be honest and constructively express dissent or difference

  • Don’t lie; be consistent

  • Be true to yourself, accepting that others are also true to themselves

  • Recognise and respect confidentiality and sensitivities but don’t let that stop you from tackling difficult topics – don’t avoid them

  • Critically but constructively review the process of your meeting: be willing to make changes when needed

Make a difference

  • Listen, stay present in the meeting and contribute; don’t do emails or surf the web

  • Know when to stop talking; don’t dominate, particularly as Chair

  • Meetings are for decisions or where discussion adds value; don’t overfill agendas and prepare well by reading the papers in advance, thinking about your views

  • Be confident enough to say what others have not said or ask the 'daft' question

  • When you have a view or express challenge, be constructive and keep to the topic

  • Focus on what’s important, not what’s easy

  • Reach decisions by consensus where possible, a majority view if not: consider the gravity of the issue and where needed and there is time, consult more widely for views

  • If there is not time to consult, respect the person who has to make the decision – don’t criticise if you see the decision as 'wrong'

  • Respect and stand by collective decisions: don’t undermine or ambush them

  • A team is a team; think and talk positively about it outside meetings

Patients best interests underpin everything

  • In the face of difficulty or disagreement, remember, this is our underpinning value

  • Always be cognisant of the bigger picture: we are here to help members and Fellows to improve patient care

  • We all want this, but we may not be able to agree what is best – that is not wrong; be prepared to modify your views to achieve this